Vishakha Kedia

• Led bi-weekly major releases and day/hour minor releases across India/UK/US, managing deployments across QA, UAT, Training, Pre-Prod and Production
• Drove end-to-end release governance: release notes, impact assessment, Go/No-Go decisions, stakeholder approvals (including MD sign-offs), and post-production validation.
• Ensured release readiness by establishing release scope, release readiness calls, stand-up calls, and Go/No-Go calls, coordinating all cross-functional deliverables.
• Ensured stability by deploying changes to lower environments, validating QA/UAT sign-off, and maintaining deployment sanity across the release train.
• Executed manual deployments across QA, UAT, Training, and Pre-Prod, validating deployment health via enterprise tools such as Jira, Confluence, Conduit, Nimbus, ProcMon, Canvas, and GitLab.
• Facilitated seamless communication between project teams, leadership, and stakeholders across global time zones.
• Managed the SSL certificate lifecycle across all environments, achieving zero Sev1/Sev2 incidents due to expiry or EOL.
• Planned and executed weekly infrastructure maintenance windows, coordinating with Networking, Infrastructure, and Platform teams to ensure environment availability, and risk mitigation.
• Managed sharding and load-balancing releases to ensure precise downtime planning and controlled traffic routing.
• Spearheaded the creation of two enterprise automation pipelines with DevOps teams: Rolling restart deployment pipeline enabling zero-downtime deployments during business hours. Automated website maintenance hosting pipeline for scheduled cutovers and downtime windows.
• Coordinated content, interest rates, and regulatory changes for banking websites, ensuring validation accuracy, stakeholder approval, and timely production rollout.
• Produced monthly RTA (Root Cause and Trend Analysis) reports to strengthen governance transparency and operational improvements.
• Conducted Code of Conduct and Integrity trainings to uplift stakeholder compliance and organizational culture.
• Provided end-to-end project facilitation—planning, organizing, coordinating, and monitoring implementation activities across development and operations.
• Reported team status, issues, risks, and progress to executive management through structured quarterly reports for strategic decision-making.
• Supported tech uplift and digital risk initiatives, proactively identifying and resolving EOL components, infra vulnerabilities, and operational risk items.

Achievements:

• Delivered 24+ major and 95+ minor releases annually (2020–2025).
• Delivered 8+ content/rate changes for banking websites, released annually (2020-2025).
• Led the RHEL 7 to RHEL 8 OS upgrade program, directly contributing to technology risk uplift, mitigation, and end-of-life compliance, aligned with supporting the achievement of a 100% upgrade of 1,200 hosts.
• Executed host capacity scaling—vertical (CPU, RAM, storage) and horizontal (node addition)—to stabilize performance and reduce outage frequency.
• Managed sharding and load-balancing releases for distributed applications requiring precisely timed downtime and traffic routing.
• Achieved zero Severity 1 or Severity 2 incidents resulting from certificate failures, or infrastructure end-of-life.
• Delivered MongoDB 4.2 → 4.4 upgrades for 4 production and 16 non-prod clusters, coordinating with DBAs, monitoring teams, and application owners.
• Improved deployment speed, reliability, and consistency by transitioning manual workflows to GitLab-based automated pipelines from 30 minutes per deployment to 5 minutes per deployment.
• Delivered application migrations for 40+ applications from one family, BU, or SBU to another.

• Provided end-to-end project facilitation—planning, organizing, coordinating, and monitoring implementation activities across operations and tooling projects.
• Conducted monthly governance meetings with senior leadership to review progress, risks, compliance metrics, and operational KPIs.
• Generated weekly management status reports to highlight progress, issues, and dependencies, enabling data-driven decision-making.
• Analyzed and reported on operations projects, including Incident, Problem, Change, and People Management metrics, on a monthly basis to enhance customer service performance.
• Ensured strong ITIL process and SLA compliance, tracking metrics across Incident, Problem, and Change Management.
• Supported team KRAs related to automation, process compliance, and cost optimization.
• Participated in financial planning processes, supporting budget discussions, approvals, and mapping with commercial teams.
• Coordinated extensively with HR teams for the onboarding of resources and vendor management.

Projects

• HPSM → ServiceNow Migration (Tooling Project)
• IT Asset Management Process & Framework Implementation (Tooling Project)

Achievements

• Achieved 86% Incident SLA adherence across operations (FY18–19)
• Achieved 96% Incident process compliance (FY18–19)
• Achieved 98% Problem management process compliance (FY18–19)
• Completed 87% FOX IT ITIL recommendations across operations

Achievements

• Coordinated end-to-end mobile application development projects, managing timelines, dependencies, risk items, and delivery milestones.
• Created detailed project plans aligned with release methodology (Waterfall or Scrum); led daily stand-up calls and Scrum-to-Scrum sync meetings to track deliverables and unblock teams.
• Prepared and circulated weekly status reports to management; conducted monthly governance meetings with senior leadership to review progress, risks, and action items.
• Reported key project activities, issues, and requirements to executive management, enabling informed decision-making and alignment with business goals.
• Supported resource planning, HR utilization, and talent allocation, ensuring optimal staffing for project milestones.
• Managed and validated project documentation for internal and external audits; conducted pre-audit checks, quality assessments, and enforced ISO 9001 and CMMI L3 standards.
• Successfully released mobile applications by implementing Agile Scrum processes across the development lifecycle.

Achievements

• Developed and deployed new quality compliance processes, resulting in the lowest non-compliance findings in ISO 9001 internal audits (26 NCs across 13 projects, plus support teams), all resolved before the external audit.
• Enabled 86% CMMI Level 3 compliance for the deployed location—the highest across all Tata Technologies sites—through collaboration with the TQM team; progress continues toward 100% implementation.