Snehil Jain

Managing multiple smaller projects presents more complex organization and stakeholder management activities for divestment program.

• Spearheaded the separation of over 300 applications as part of a strategic divestment program of NESO and National Gas, including preparatory analysis of business processes, application estate, and stakeholder ownership across business, system, and data domains.
• Assessed application landscape architecture and complexity, enabling effective sizing and assignment of project managers for seamless execution.
• Developed comprehensive project plans in collaboration with divested business owners, aligning both logical and physical separation requirements.
• Identified, controlled, and managed project risks, assumptions, issues, and dependencies to ensure smooth delivery and stakeholder confidence.
• Delivered high-impact presentations and briefings to senior stakeholders, integrating feedback into project workflows and governance.
• Collaborated with technical teams to define migration scope for individual applications, identify dependencies, and engage appropriate third-party vendors.
• Established and formalized ways of working with divested business units, fostering strong collaboration with vendor teams and ensuring alignment.
• Monitored and tracked migration and separation activities across internal and external stakeholders, ensuring timely execution and issue resolution.
• Applied proven project management methodologies to deliver outcomes within budget and timeline constraints, maintaining high delivery standards.
• Oversaw post-migration decommissioning activities, ensuring clean transitions and system integrity.
• Executed strategic risk mitigation plans to maintain alignment with business objectives and minimize disruption.
• Reported project status and financial performance to stakeholders, incorporating feedback into continuous improvement cycles.

Along with Project Manager position for divestment program in National Grid, I am also overseeing other engagement management activities for National Grid, responsible for the following tasks in my role as Engagement Manager.

• Partner with the client account lead to enhance organizational visibility, drive account growth, and strengthen long-term client relationships.
• Support business development by identifying new opportunities, contributing to proposal development, and helping increase sales and headcount within the client account.
• Manage talent demand planning by forecasting future needs, coordinating with internal practices, and ensuring timely onboarding of skilled professionals.
• Liaise between delivery teams and client stakeholders to align talent supply with evolving project and business requirements.
• Coordinate with cross-functional teams and practices to fulfill niche skill demands, ensuring optimal team composition and delivery readiness.
• Lead people management initiatives including team mentoring, performance tracking, and fostering a culture of accountability and continuous improvement.
• Oversee financial operations for client engagements including budgeting, forecasting, cost tracking, and reporting to ensure fiscal discipline and transparency.
• Drive strategic workforce planning to support account expansion and delivery excellence.
• Contribute to headcount growth by aligning delivery performance with client satisfaction and trust.
• Act as a trusted advisor to both internal leadership and client stakeholders, ensuring alignment between delivery outcomes and strategic goals.

Initially brought in for a short-term agile transformation initiative, which evolved into a long-term engagement due to strong client feedback and performance. This journey provided opportunities to grow across multiple roles including Scrum Master, Agile Coach, Client Engagement Lead, Project Manager, and People Manager.

• Led several Scrum teams through agile transformation, driving collaboration and delivery excellence via structured ceremonies such as sprint planning, daily stand-ups, backlog refinement, sprint reviews, and system demos.
• Facilitated retrospectives using formats like Start-Stop-Continue and 4Ls to encourage open dialogue, resolve team concerns, and foster continuous improvement.
• Partnered with Product Owners and Managers to shape strategic roadmaps and maintain a well-prioritized backlog aligned with business goals.
• Worked closely with the client's Project Manager to manage financials, including budgeting, forecasting, and performance tracking.
• Oversaw release planning across QA, UAT, Pre-Prod, and Production environments, ensuring smooth and timely deployments.
• Delivered actionable financial insights to senior stakeholders, supporting strategic decision-making and long-term planning.
• Led annual planning and volume forecasting cycles, aligning delivery capacity with evolving business needs.
• Collaborated with the Ways of Working team to embed effective delivery practices and improve team performance.
• Actively removed blockers and nurtured a positive, high-performing team culture across distributed teams.

• Worked with 80+ team members across Agile Release Trains (ARTs), driving delivery using SAFe practices.
• Collaborated with business teams to define product vision and map features into user stories.
• Facilitated all agile ceremonies—PI Planning, Iteration Planning, Stand-ups, Reviews, Retrospectives, and System Demos—while also organizing team activities during Innovation & Planning iterations.
• Helped improve customer satisfaction by 50% through better team coordination and delivery.
• Managed cross-team dependencies and worked closely with the RTE to resolve blockers.
• Built strong relationships with stakeholders and team members, creating a trusted and collaborative environment.
• Mentored team members on agile practices and supported their career growth.
• Coordinated with governance teams to ensure smooth releases and handovers to BAU.

Started my journey with iGATE Technologies Ltd in December 2010, which later became part of Capgemini. I began as a Technical Lead, working on various development projects using SharePoint, C#, SQL, SSRS, and .NET. Over time, I transitioned into an Agile Delivery Management role, focusing on team coordination and project execution.

Started as a Software Engineer at Hexaware in June 2007, working on multiple application development projects in the Pharma domain. Used technologies like SQL Server, Visual Basic 6.0, ASP.NET, MOSS 2007 and SharePoint 2010. Over the years, grew into the role of System Analyst before moving on in December 2010.

Worked as a Software Engineer at Enlink Infotech Pvt. Ltd., Mumbai from December 2006 to June 2007. Developed and maintained several in-house applications focused on data capture, surveys, and marketing, using VB6 and SQL Server.