Ashish Jain

Led and mentored a global organization comprising cross-functional teams of Managers, Software Engineers, QA (Manual & Automation), Product Managers, TPMs, and Program Managers, spanning entry-level to Principal, across strategic domains including Workflow Orchestration & Automation (EGLOM, Stonebranch), Enterprise Application Portfolio Management (eAPM), the ServiceNow Platform, and Infrastructure Automation.

• Spearheaded EGLOM, Expedia Group’s versatile in-house Workflow Orchestration and Automation Platform, scaling it from concept to a core enterprise capability. Achieved breakeven within 3 months of launch. EGLOM strengthened the company’s security posture, increased productivity, streamlined operations, delivered multi-million-dollar OPEX savings, and powered backend orchestration for initiatives generating multi-billion-dollar revenue (GBV) across Consumer Brands and the B2B division.
• Launched Enterprise Application Portfolio Management (eAPM) on ServiceNow CSDM, establishing strategic governance over Expedia Group’s tech landscape. Migrated 120+ integrations, deprecated legacy metadata systems, and achieved 91% Tier-1 metadata accuracy in Expedia Group’s first-ever certification.
• Led stabilization and maturity of the ServiceNow Platform within a complex federated model, significantly improving reliability and operational effectiveness for critical enterprise services.
• Optimized resource utilization and budget allocation, maintaining financial discipline while enabling delivery acceleration across multiple platforms.
• Fostered a culture of ownership, agility, and continuous improvement, resulting in the highest team engagement score across the org, sustained through multiple organizational and leadership transitions.
• Built high-performing, empowered teams by mentoring future leaders, championing growth opportunities, and driving a purpose-driven, people-first leadership model.
• Improved team retention and morale by nurturing a psychologically safe, inclusive, and mission-aligned work environment.

• Brought strategic thought leadership to identify inefficiencies across organizational units and advocate for broad cultural shifts that improved engineering velocity and team collaboration across Expedia Group.
• Forged strong stakeholder relationships, enabling long-term alignment and cross-departmental partnerships that accelerated shared delivery outcomes.
• Enabled critical automation use cases, such as shifting Expedia Group’s Data & AI org from bi-annual to monthly maintenance on the world’s 4th largest MSSQL farm, saving ~6,000 human-hours per cycle.
• Delivered high-impact automation frameworks (e.g., SDX Load Balancer & Nexus 5K upgrades saving ~1,400 hours/year; PCI/ASEP scans saving ~1,100 hours/year), achieving a 99% improvement in turnaround time, reducing ticket resolution from ~2.25 days to under 10 minutes.
• Led platform modernization by deprecating legacy tooling (OMF, SCCM) through EGLOM-based solutions as part of Expedia Group’s Common Developer Toolkit (CDT) initiative.
• Championed Agile best practices, building a globally recognized, high-performing engineering team focused on inclusion, mentorship, and continuous improvement.
• Achieved 9.8/10 average CSAT score through consistent on-time delivery, transparency, and seamless stakeholder support and engagement.

• Established and led the Hybrid Infrastructure Automation team (FlexDC) from the ground up, building a high-performing unit that achieved 84% team engagement and 94% Manager NPS.
• Led key automation initiatives in support of Expedia Group's Datacenter Modernization strategy, including physical server build automation, VM lifecycle management, SFTP provisioning, and Load Balancer operations, resulting in 100+ hours/week in productivity gains for Infra & Ops teams.
• Managed and motivated engineers, fostering a culture of ownership and continuous improvement that enhanced team productivity and retention.
• Contributed to Expedia Group’s Internal Organizational Transformation Design Team, helping define global organizational structure, roles, and operating models.
• Drove rapid prototyping and incubation efforts across multiple parallel POCs, converting abstract ideas into demo-ready products by leveraging emerging technologies and cross-functional collaboration with UX, Engineering, and partner teams.
• Maximized impact with lean resourcing, guiding a small, agile team to punch above its weight across high-value innovation experiments.

Held multiple roles across the Data Experience Business Unit’s Product Business Group (R&D), including Team Lead, Scrum Master, and Project Manager, based on evolving business needs. Drove end-to-end project execution, hands-on development, and team leadership for large-scale telecom solutions.

• Led a 10-member engineering team, delivering 10+ full lifecycle projects across diverse domains, achieving >95% on-time delivery and 30% acceleration in sprint velocity post-Agile transition.
• Successfully transitioned team from waterfall to Agile Scrum, implementing standardized sprint ceremonies, backlog grooming, and velocity tracking to improve predictability and delivery consistency.
• Oversaw complete project lifecycle using PMI-aligned processes, from initiation and planning to execution, monitoring, and closure, with 100% stakeholder satisfaction.
• Actively contributed to solution design and development, writing business-critical modules, fixing production defects, and owning feature enhancement deliveries.
• Played a key role in performance management: conducted regular 1:1s, delivered timely feedback, and mentored engineers, resulting in improved team engagement and internal promotions.
• Maintained continuous alignment across multiple dependent teams to ensure integrated delivery schedules, proactively managing risks and scope changes.

Led development and integration projects in the telecom domain, delivering middleware and IVR solutions for global clients. Served as Acting Team Leader managing client engagement, project planning, and team delivery.

• Designed and implemented a custom Java framework to streamline Nortel IVR client development, enabling faster integrations with systems from Ericsson, Nokia Siemens Networks, and IBM using Web Services, XML/HTTP, and JMS.
• Led a cross-functional client-site team (Java + IVR developers), managed requirement analysis, design discussions, and delivery tracking, ensuring high client satisfaction.
• Facilitated knowledge transition and contract closure activities including KT planning, documentation, and sign-offs.
• Championed delivery excellence through code quality, mentoring, and coordination with cross-functional teams to resolve integration dependencies.