Sattvik Sharma is an eminent technical program manager with a specialization in cloud infrastructure and AI technologies based in Redmond, Washington. Sattvik is an MBA from Rutgers University where he was awarded Beta Gamma Sigma membership and winner in Supply Chain APICS case competition and has completed his Bachelor’s in Technology in Information Technology from Amrita University. This makes Sattvik possess deep technical knowledge along with strong business acumen inputs. His professional journey consists of the roles of technical program management, supply chain planning, and software engineering, all about driving complexities and transformation in cloud infrastructure for product development.
Q 1: Why Cloud Infrastructure attracted you towards TPM?
A: Software engineering is where I began my journey, but what always fascinated me was how technology married with business strategy. I was really interested in cloud infrastructure, because it is the backbone of digital transformation, all things considered. It was just a perfect complication of all the different large-scale technical program areas, all while being incredibly innovative and moving very quickly. I got to use both my technical and business strengths to find great satisfaction in orchestrating complex systems to effect business value within them.
Q 2: How do you manage complex cross-functional projects?
A: My approach centers on building strong alignment across different organizations through a structured yet adaptable framework. I focus on clear requirement gathering with system and tooling SMEs, ensuring all stakeholders understand the technical and business implications. For instance, when working in new product introductions, I would create execution strategies bringing together product, engineering, and operations teams to compress delivery timelines without sacrificing quality. Leverage documentation and status reporting mechanisms through tools such could be Azure DevOps, Power BI, etc., for more transparency.
Q 3: Would you like to describe a project which brought you on an edge and how did you handle it?
A: Lockdowns due to COVID19 increased lead times for silicon components on our cloud hardware product roadmap and disrupted the timelines that we defined for time to market products. I brought together a group of cross-functional members, engineering, and product and supply chain teams, for mitigation on productivity. We identified critical components, worked on redesign options, and prioritized resource allocation to reduce delays. Collaboratively worked with suppliers to source alternative parts and changed the procurement strategy. I also helped put in predictive models to enhance lead-time forecasting and optimize inventory management. Product roadmaps were redesigned and buffer time was included in the planning process to accommodate new challenges while still meeting deadlines. The results were enhanced visibility, a more agile process, and minimized disruption, enabling us to keep producing and serving customers through the supply chain crisis.
Q 4: How do you manage supply chain challenges in technology infrastructures?
A: No management of supply chains happens without a proactive orientation in technology. I devised strategies that reached across engineering, supply chain, and finance to tackle industry-wide restrictions by incorporating early design development systems. One example is that I was able to investigate alternative sources for a few critical components; we improved our capacity by over 100%, and two month deadline improvements were achieved. Strike the right balance between quality requirements and cost efficiency while maintaining your vendor partnership.
Q 5: What is the role of analytics in project management?
A: Analytics are critical in making an informed decision. Tools, such as SQL, Tableau, Power-BI, are something I use to scrutinize performance metrics and project progression. With such an approach driven by data, one can pinpoint possible bottlenecks and predict resultant events. To further illustrate this, a dashboard system was applied to provide real-time data on supply chains, integrated with project milestones, to achieve an improvement in forecast attainment at 85% only to minimize the age of inventory.
Q 6. How do you keep up with new technologies?
A: There is a must for constant learning in this field. Regularly, I attend industry conferences and training programs. I have ITIL and BCS ISEB Foundation certification that enables me to maintain a pigeonhole for my various-service management and business analysis disciplines. Furthermore, I am always in contact with technical teams to know new technologies—specifically AI, and Machine Learning, for cloud infrastructure implementations.
Q 7: What approach do you give to stakeholders?
A: Proper stakeholder management requires an understanding of both technology and business purposes. I keep in mind that the most important beneficiary of doing this is to build a general agreement that is shared between engineering, sales, and operations. The clear establishment from the start of technical prerequisites, the impact upon business, and project timeline content prevent misalignments due to ambiguity. In my experience, open communication in combination with regular check-ins and clear paths of communication significantly fosters effective collaboration that, in turn, leads to project breakthroughs.
Q 8: Any thought for future technical program managers?
A: To the benefit of aspiring technical program managers is a solid foundation in cross-discipline, be it technical or commercial. An MBA, with some technology behind it, serves as a foundation. The cultural story and the foundation of cross-functional leadership; very deliberately (in one part) the idea of trying to keep your technology choices up-to-date. Technical credentials matter; in many project environments, working toward the excellent technical objectives would be only one side of the coin, where the other is the stakeholder connection-strong and business know-how.
Q 9: How do you measure success in your projects?
A: Success metrics vary by project, but I generally focus on schedule adherence, quality metrics, and business impact. For example, one of my projects I tracked metrics like on-time delivery rates, forecast attainment, and schedule improvements. Long-term success is measured through the sustainability of implemented frameworks and processes. For instance, successful projects should show measurable improvements in organizational efficiency and scalability.
Q 10: What are your thoughts on the future of cloud infrastructure?
A: Cloud infrastructure is evolving rapidly, particularly with the integration of AI technologies. The focus is increasingly on sustainable, efficient, and scalable solutions. The challenge lies in balancing innovation with reliability and security. Organizations need to prepare for this evolution by establishing robust processes and frameworks while maintaining flexibility to adapt to emerging technologies and changing market demands.
About Sattvik Sharma
Sattvik Sharma is a technical program manager with expertise in cloud infrastructure, AI technologies, and supply chain management. He holds an MBA from Rutgers University and a Bachelor’s in Information Technology. His career spans roles at leading technology companies, where he has driven innovation in cloud infrastructure and product development. With certifications in ITIL and BCS ISEB Foundation, Sattvik continues to lead transformative initiatives in the technology sector.
For breaking news and live news updates, like us on Facebook or follow us on Twitter and Instagram. Read more on Latest Money News on India.com.