SENIOR MANAGER | PROGRAM & PRODUCT LEADERSHIP

PREETI JANJANIA

Executive Career Portfolio

Complex Transformation • Release Leadership • Product Delivery • Operational Excellence

18+ years leadership experience | PMP | Lean Six Sigma Green Belt

18+

YEARS

150

OPS PROFESSIONALS LED

15

TECH TEAM MEMBERS

$80K

SAVINGS

Executive Positioning

How I create value as a Senior Manager

I lead complex technology and transformation programs by creating structure, visibility and decision discipline across business and technology teams.

STRATEGY

Translate business priorities into roadmaps, product vision and measurable outcomes.

EXECUTION

Drive integrated delivery across engineering, QA, data, platforms and operations.

GOVERNANCE

Use RAID, dependencies, critical path, readiness gates and executive reporting to manage risk.

LEADERSHIP

Align cross-functional teams, influence without authority and create accountability for outcomes.

CASE STUDY 01 | AMS / CRM TRANSFORMATION

End-to-end transformation leadership

CHALLENGE

Complex AMS / CRM environment involving Salesforce, middleware integrations, data migration and web platforms.

MY ROLE

Program & Technical Lead / Senior Manager accountable for delivery, governance, stakeholders and product outcomes.

APPROACH

Integrated planning, cross-functional alignment, RAID ownership, dependency management, critical-path mitigation and release-readiness governance.

PRODUCT

Translate business needs into product vision, roadmaps, epics, user stories and prioritized backlogs.

DELIVERY

Coordinate requirements, development, QA/UAT, deployment and hypercare across technology and business teams.

OUTCOME

Created a structured end-to-end operating model connecting business priorities, technology delivery and operational readiness.

INTERVIEW TAKEAWAY

Shows I can lead transformation as an outcome owner—not simply coordinate projects.

CASE STUDY 02 | COMPLEX RELEASE

Multi-team release leadership

SITUATION

A complex release requires multiple workstreams to converge across technology, QA, business and operations.

PLAN

Build an integrated release plan with milestones, owners, dependencies and critical path; work backwards from the target date.

CONTROL

Use RAID, dependency reviews, readiness checkpoints and escalation to surface threats early.

READINESS

Assess technology, testing, business, operational, deployment and support readiness—not just task completion.

DECISION

Use evidence-based Go/No-Go criteria and make residual risk explicit to decision-makers.

HYPERCARE

Run structured post-go-live monitoring, incident escalation and stabilization before transition to BAU.

INTERVIEW TAKEAWAY

Core message: I manage the release as a business outcome with explicit risk and decision points.

CASE STUDY 03 | INFLUENCING WITHOUT AUTHORITY

Cross-functional leadership

CONTEXT

Lead a 15-member technology delivery team spanning Salesforce, WordPress, QA, Business Analysis, Data and Consulting.

CHALLENGE

Different specialists may have competing priorities, timelines and definitions of success.

APPROACH

Create a shared outcome, make dependencies visible, clarify decision rights and establish transparent accountability.

INFLUENCE

Use data, business impact and trade-offs to align teams rather than relying on hierarchy.

ESCALATION

Escalate early with impact, options and a recommendation—not simply a problem statement.

RESULT

Maintain delivery momentum while strengthening stakeholder trust, ownership and executive visibility.

INTERVIEW TAKEAWAY

Senior leadership is about creating alignment and decisions even when you do not own every team.

CASE STUDY 04 | LEAN SIX SIGMA

Measurable operational improvement

BUSINESS IMPACT

Approximately $80K in cost savings from Lean Six Sigma improvement work.

DEFINE

Establish the problem, baseline and business objective.

ANALYZE

Use structured problem solving to identify root causes, waste and process constraints.

IMPROVE

Implement targeted process changes focused on efficiency and sustainable improvement.

CONTROL

Track the result and embed controls so the improvement is maintained.

LEADERSHIP SIGNAL

Connect process improvement to measurable financial impact—not improvement activity for its own sake.

INTERVIEW TAKEAWAY

Strong answer to: “Tell me about a program where you delivered measurable business impact.”

Program Control Tower

The operating rhythm behind complex delivery

RAID

Risks • Assumptions • Issues • Dependencies

DEPENDENCIES

Owner • Required-by date • Critical-path impact • Mitigation

QUALITY

QA • UAT • Defects • Exit criteria

RELEASE GATES

Planning • Build • Test • Business readiness • Deployment • Go/No-Go

EXECUTIVE VIEW

KPIs • Decisions • Escalations • Business outcomes

Go-Live, Hypercare & Production Leadership

From release decision to stable BAU

GO / NO-GO

Proceed only when exit criteria are met and residual risk is understood and acceptable.

DELAY DECISION

Recommend delay when customer, business continuity, security, compliance, data integrity or stability risk is unacceptable.

CRITICAL ISSUE

Stabilize → assess impact → mobilize SMEs → communicate → fix/rollback → RCA & corrective action.

HYPERCARE

Defined duration, named SMEs, monitoring, escalation cadence, issue tracking and explicit exit criteria.

OUTCOMES

Measure stability, adoption, customer/business impact and transition cleanly into BAU.

Career Journey

Operations leadership → technology transformation → program & product leadership

2007–2009

Aegis BPO Services

Collections Specialist

2009–2014

WNS

Customer Service Team Lead

2014–2024

GlobalLogic

Team Leader → Sr. Team Lead → Assistant Operations Manager

2025–Present

108 Ideaspace Inc.

Program & Technical Lead → Senior Manager

Certifications: PMP • Lean Six Sigma Green Belt (2024) • Lean Six Sigma Practitioner • Total Quality Management

PREETI JANJANIA

Senior Program Manager | Technical Program Manager | Product Owner

Complex programs. Clear decisions. Measurable outcomes.

Executive Portfolio • 2026

Gurugram, India | linkedin.com/in/preeti-janjania