Bhogavilli SS Yatendra

Company Overview: Backbase is a Dutch financial technology company that specializes in banking technology and provides engagement banking solutions to financial institutions worldwide, ranging from large banks, to credit unions, and community banks. Backbase offers tailored solutions for retail banking, business banking, and wealth management.

The current project involves implementing the Backbase platform for HDFC Bank, specifically focusing on the retail banking customer segment.

• Orchestrated end-to-end project planning and execution post-contract initiation, defining scope across multiple banking modules, and aligning deliverables with client objectives.
• Led the Platform Squad, focused on L3 Production Support, Product Version Upgrades, Disaster Recovery, and Non-Functional Requirements (NFRs), ensuring the stability and scalability of the deployed solution.
• Developed and managed project schedules and cost estimations for Professional Services and Managed Services models, improving resource efficiency and financial forecasting.
• Drove Agile delivery using Scrum and Kanban methodologies, leading backlog grooming, prioritization, and continuous deployment cycles in coordination with cross-functional teams (Dev, QA, Product, Business).
• Facilitated Scrum ceremonies, including Daily Stand-ups, Sprint Planning, Reviews, and Retrospectives, ensuring alignment, transparency, and continuous improvement within delivery teams.
• Established a centralized communication framework, including Weekly Status Reports, Defect Logs, and Billing Summaries, to ensure transparency and stakeholder engagement at all levels.
• Owned RAID and escalation management, proactively identifying risks, issues, dependencies, and bottlenecks to ensure project momentum and delivery resilience.
• Acted as Release Manager, overseeing complex deployments across 7–8 environments, conducting retrospectives to improve release quality, reduce downtime, and refine deployment cadence.
• Built and scaled a 24/7 managed services support model (L2 and L3), ensuring seamless post-go-live support and operational continuity.
• Led the transition from the Build to Run phase, implementing knowledge transfer, operational readiness, and process ownership for a stable handover to support teams.
• Championed process optimization and governance enhancements, embedding compliance standards, and delivery best practices to improve long-term delivery maturity and audit readiness.
• Liaised between senior management, project team members and clients to ensure effective communication throughout the duration of the project.
• Implemented process improvement initiatives aimed at increasing efficiency within the organization.
• Managed project scope, timeline and budget in alignment with company objectives.

• Team: Joined the Global Transformation Centre and worked as a Business PM for HSBC – Global Transformation Centre (GTC), handling projects across the ASP, MENAT, US, and Europe regions.
• Project 1: Implementing a new feature – mobile messaging in HSBCnet Mobile, to connect customers directly with the customer support team across ASP, MENAT, and the Europe region.
• Project 2: Building a virtual assistant chatbot over the mobile messaging feature for HSBCnet Mobile.
• Project 3: Routing all statutory payments via the Lanka Pay Online Payment Platform (LPOPP) network on the CEFTS platform.
• Project 4: Routing all kinds of government payments (taxes, duties, VAT, etc.). for Bangladesh through HSBCnet using the RTGS platform of the central bank.
• To build a mechanism on H2H (Connect) for India, which will help transmit the files from the client’s interface to HSBC's internal systems.
• Collaborated with Business Product Managers, Regional Product Teams, and IT to gather and refine requirements.
• Enabled Scrum teams in development and product releases, ensuring alignment with roadmaps and PI objectives.
• Facilitated impediment resolution with stakeholders to achieve Sprint/PI goals, and maintain built-in quality.
• Served as a servant leader, bridging teams with product owners, program managers, and stakeholders.
• Managed product backlog refinement, MVP discussions, and Epic updates with Product Owners.
• Monitored project timelines, risks, and investments to ensure on-time delivery within defined quality standards.
• Led Sprint Reviews, PWG meetings, and governance processes to keep projects on track.
• Tracked and mitigated risks, dependencies, and issues, ensuring smooth execution and escalation when necessary.
• Defined KPIs and commercialization metrics to support product success.

• Project 1: Handled the project management activities for the design and development of a new product launch (SEED Model) across three countries: Singapore, Australia, and India.
• Guide Product Owners and Scrum teams in Minimum Viable Product (MVP) discussions.
• Ensured all the required documents are available during the launch of the product – User Manual, Technical Document, Feature Document, etc.
• I took feedback from the customers on the product to see if their expectations were met.
• Project 2: Delivered ERP Logistics product worth $700K, having four different modules: Finance, WMS, SCM, EAM, and TMS for an Indian client.
• Successfully implemented the product across four different locations by handling a team of five consultants and coordinating with multiple teams: Development, Testing, Integrations, and IT.
• Participated in all phases of the application design and development lifecycle.
• Removed impediments for the team on a daily basis.
• I received an extra revenue of $75,000 by convincing the client to pay for the change requests.
• The contract for the WMS module was extended to four other modules.
• Project 3: Vanilla Implementation – WMS Module – Middle East Client.
• Successfully implemented the WMS module for a client in less than four months.
• Averted a performance issue by foreseeing the load on the server during the solution design phase.
• Received a new contract worth $300,000.
• Monitoring of requirement gathering, issue logs through JIRA.

• Project 1: Evaluated different productivity tools in the market, executed a proof of concept (POC), TCO, and ROI calculation; finalized license agreements; and successfully rolled out the tool.
• Successfully implemented this $700K tool across India and GEO, up to one month ahead of schedule; this involves coordinating with all relevant stakeholders, like SVPs, Program Directors, SDMs, local ITFO, and ensuring technical feasibility.
• Handled the adaptation of this product successfully by implementing a detailed Change Management process.
• Supported effective integration between various IT groups by suggesting and driving process improvement through the governance process.
• Enabled the rollout of this tool across over 100,000 HCL India and GEO users.
• Conducted root cause analysis (RCA) that led to a subsequent reduction in defects by 60%.
• Produce activities and workflow documentation for Incident and Problem Management.
• Educated IT process owners on effective methods to document procedures, policies, training materials, and other documentation based on approved templates, and industry best practices.
• Project 2: Handled a multi-level authentication (MFA) project in which all the business and corporate applications had to be enabled with multi-level authentication.
• Conducted multiple promotional drives within the department, explaining the importance and benefits of this authentication.
• Enabled MFA for over 2,000 applications and enrolled across more than 125 HCL India and GEO users.
• Project 4: As part of the digital initiative focusing on improving operational efficiencies, profitability, and resource optimization, I worked on several projects and delivered communication apps, conference solutions, and hyper-convergence infrastructure.
• Charted out plans on adoption measurement, business value realization, and raised enterprise-wide O365 adoption.
• Performs assessments to determine the client’s current state and recommends improvements to business processes, procedures, and IT operational structure of a unit.
• Enabled the rollout of the PGi Web conference bridge across over 117,000 HCL users.
• Project 5: Project-managed and delivered a web application used for managing the exceptional accesses of the employees.
• Worked as a business analyst, proxy product owner by creating BRDs, user stories, test cases, and maintaining the product backlog to define website specifications, features, and functionalities.
• Handled a scrum team of six members and facilitated daily Scrum, Sprint Planning, Backlog Grooming, Sprint Review, and Retrospective meetings.
• I worked with the UI/UX design team and guided the team by providing regular feedback.
• Removed impediments for the team on a daily basis, and ensured sprint goals and deliverables are met on time.

• Testing and delivering a product to an UK based client (ING Insurance).
• Spearheaded a testing team of 7 to deliver the completed product with high quality.
• Coordinated well with the Onsite counterpart in understanding any new / changes to planned requirements and the test activities appropriately.
• Participated in requirement gathering sessions with business and performing requirement analysis.
• Conducted daily defect triages and project status meetings with Business Owners and other Stakeholders.
• Acted appropriate in taking the responsibilities for automating critical business flows & Regression scenarios.
• Involved in Test planning, Effort estimation, Metrics submission.
• Involved in preparation of Reports like Test Plan & Phase wise Summary Reports.
• Formulated: Defect triage reports and distributing them to project stakeholders.
• Test results summary containing functional, regression & E2E testing results.
• Automated manual processes resulting in saving 30k USD Per Year.
• Planned, coordinated and lead audits to assess compliance with the Quality Management System (QMS) including assessment of other entities.
• Presented our project in the ISO Audit on behalf of Cognizant Technology Solutions (CTS) and successfully renewed it for a year.