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Pooja · Program Manager, Workforce Strategy & Operations

MBA PGPpro candidate · Indian School of Business (ISB)

Turning complexity.
Into better outcomes.

I connect workforce strategy, data, and cross-functional teams to solve operational problems—improving customer experience, service reliability, and cost. My MBA at ISB brings a broader perspective in Finance & Marketing.

~98% historical backlog reduced958K to 18.9K tasks within a year.

Selected work View résumé
Workforce
strategy

Demand, capacity, and service commitments.

Program
management

Roadmaps, ownership, and execution.

Operational
excellence

Lean processes and measurable improvement.

Leadership &
collaboration

Clarity across teams and stakeholders.

01 / SELECTED WORK

From ambiguity to impact.

Three programs: the challenge, my ownership, the decisions, and what changed.

CUSTOMER EXPERIENCE · PROGRAM DELIVERY
Starting point958K

historical tasks

  1. Make the backlog visible
  2. Assign clear ownership
  3. Automate alerts and reporting
Outcome18.9K958K to 18.9K tasks within a year
CUSTOMER EXPERIENCE · PROGRAM DELIVERY

From stuck tasks to customer resolution.

I owned the roadmap for a backlog recovery program affecting approximately 135,000 customers, bringing together Analytics, Operations, Engineering, and process owners.

Program strategySOPs & RASCIDashboardsAutomation
~98% backlog reduction958K to 18.9K tasks within a year
Behind the work

The challenge

Historical tasks had accumulated across teams, delaying customer outcomes and obscuring accountability. The initiative carried approximately $6M in annual impact.

My ownership

I owned the roadmap, established reporting and dashboards, and introduced SOPs and a RASCI matrix with cross-functional partners.

The approach

Combine visibility and automation with clear decision rights. Alerts alone would not resolve the backlog without accountable owners and a repeatable recovery process.

The outcome

Reduced the historical backlog by approximately 98% within a year and manual effort by 85%. The $6M describes annual impact, not claimed cost savings.

WORKFORCE STRATEGY · COST OPTIMIZATION
Starting point20%

idle time

  1. Find demand and capacity gaps
  2. Redesign allocation mechanisms
  3. Track cost and service outcomes
Outcome2%Resource optimization initiatives
WORKFORCE STRATEGY · COST OPTIMIZATION

Capacity aligned with real demand.

I led two resource optimization initiatives that improved capacity planning, reduced idle time, and removed manual dependencies across operations.

Capacity planningResource allocationLean improvementChange management
Up to 40% lower costResource optimization initiatives
Behind the work

The challenge

Uneven demand and resource allocation created idle time while manual dependencies limited the ability to respond.

My ownership

I owned two optimization initiatives, aligning stakeholders around capacity requirements, process changes, and measurable performance.

The approach

Address how work and capacity are allocated rather than treating staffing as a single headcount problem. Use lean improvements to remove recurring manual intervention.

The outcome

Delivered up to 40% cost reduction, reduced idle time from 20% to 2%, and improved capacity planning by 50%.

GLOBAL OPERATIONS · BUSINESS CONTINUITY
Global scope9

programs

  1. Forecast demand and capacity
  2. Prepare event and recovery plans
  3. Review performance and respond
Peak readiness2×Up to twice normal volume; no SLA misses at led events.
GLOBAL OPERATIONS · BUSINESS CONTINUITY

Service commitments through demand spikes.

I led workforce planning and capacity forecasting for nine global programs, preparing teams for high-velocity events and operational disruptions.

ForecastingSLA governanceEvent readinessBusiness continuity
9 global programs99% SLA delivery across fluctuating demand
Behind the work

The challenge

Global programs needed reliable service as volumes fluctuated, with peak events reaching up to twice normal demand.

My ownership

I led planning and forecasting, defined business requirements and SLAs, and coordinated business reviews with ML, Analytics, Operations, and tools partners.

The approach

Pair forecast-driven capacity plans with recovery mechanisms, escalation paths, and regular reviews. Design continuity for outages and disruptions alongside normal operations.

The outcome

Delivered 99% SLAs across nine programs. Led high-velocity events with up to 2× volume and no SLA misses, and designed a standardized business continuity recovery framework.

02 / THE PERSON BEHIND THE WORK

Grounded in detail.
Focused on the outcome.

I’m Pooja, a Program Manager at Amazon, based in Bengaluru. My work sits where customer experience, workforce strategy, and business performance meet.

I started in risk investigations and grew through real-time operations and workflow planning into program leadership. I enjoy untangling ambiguous problems, finding the signal in data, and bringing people together around a practical plan.

I’m pursuing my MBA PGPpro at ISB in Finance & Marketing, extending that operational foundation with a broader business perspective. Outside work, I enjoy chess, puzzles, crocheting, and sketching.

APR 2022 — PRESENT

Amazon

Program Manager · Workforce Strategy & Operations
  • Owned the stuck-tasks roadmap: ~98% backlog reduction and 85% less manual effort.
  • Led planning and capacity forecasting for nine global programs, delivering 99% SLAs.
  • Led resource optimization, event readiness, business continuity, and cross-functional business reviews.
APR 2021 — APR 2022

Amazon

Senior Workflow Analyst · Global capacity & business continuity
  • Planned cross-training for 470 people within five weeks during COVID-19 capacity shocks.
  • Contributed 12 ideas—37% of submissions—to an organizational innovation event; won two of three awards.
FEB 2019 — MAR 2021

Amazon

Real-time Workflow Analyst · Performance & service delivery
  • Analyzed staffing, queues, forecasts, and service performance across global operations.
  • Automated reporting in Excel, Tableau, and QuickSight and mentored new hires.
MAY 2017 — FEB 2019

Amazon

Risk Specialist · Customer trust & fraud prevention
  • Identified fraud patterns in transactional data using manual and automated tools.
  • Detected emerging risk trends while consistently exceeding investigation KPIs.
03 / THE TOOLKIT

Analytical depth.
Business perspective.

From demand and capacity to roadmaps and stakeholder alignment.

01

Workforce strategy

Demonstrated through planning for nine global programs, peak events, and recovery during disruption.

  • Capacity planning
  • Demand forecasting
  • Scheduling
  • SLA governance
  • High-velocity events
  • Business continuity
See the program
02

Program delivery

Demonstrated through the stuck-tasks roadmap: ownership, cross-team execution, and sustained customer recovery.

  • Program roadmaps
  • Stakeholder alignment
  • Process improvement
  • Change management
  • SOPs & RASCI
  • Risk management
See the program
03

Data & decisions

Demonstrated through resource optimization, performance dashboards, and automated alert mechanisms.

  • Advanced Excel
  • Tableau & QuickSight
  • SQL
  • Alvaria / Aspect & NICE
  • Root cause analysis
  • Cost optimization
See the program
04 / HOW I WORK

How I work.

Customer focus. Clear ownership. Decisions grounded in data.

Start with the customer.

Define the customer problem and service commitment before choosing a process or staffing solution. Keep the business outcome visible as the program grows.

Make ambiguity actionable.

Break complex problems into decisions, owners, milestones, and measurable outcomes. Give teams a clear roadmap without losing sight of dependencies.

Use data to find the real problem.

Connect forecasts, capacity, queue performance, and cost. Investigate root causes and use dashboards to support decisions, not simply report activity.

Build mechanisms that last.

Replace repeated manual work with standard processes, automation, and clear accountability. Plan recovery and continuity alongside everyday operations.

Bring teams into alignment.

Partner with Operations, Analytics, Engineering, Finance, and process owners. Make tradeoffs explicit and keep stakeholders connected through business reviews.

Help people succeed.

Mentor new program managers, share structured guidance, and build cross-functional flexibility. Strong programs depend on teams that can own and sustain them.

Recognition & milestones

  • LEADERSHIPLeader of the QuarterAmazon · Q1 2026
  • INNOVATIONThe Ideator & The Big Idea AwardOrganizational growth initiatives
  • CONSISTENT PERFORMANCEFour Leader of the Month awardsProgram management
05 / LEARNING & PERSPECTIVE

Indian School of Business.
A broader business lens.

An MBA at ISB, international immersion at INSEAD, and hands-on application to product and business strategy.

INDIAN SCHOOL OF BUSINESS · HYDERABAD

MBA PGPpro.
Finance & Marketing.

Pursuing an MBA at the Indian School of Business, Hyderabad. Elected Alumni Engagement Coordinator under the Learning and Development Council.

9.5 CGPA · July 2025 — present
INSEAD · SINGAPORE IMMERSION

Global strategy. Entrepreneurial thinking.

ISB–INSEAD PGPpro certificate in Global Strategy and Corporate Entrepreneurship, bringing a wider perspective to business models, innovation, and growth.

International immersion · Singapore
Smart Shopping Buddy · MBA product project

From customer research to go-to-market.

As Product Lead for an AI-driven B2B retail assistant presented at ISB’s Aivi event, I developed the go-to-market strategy. Market research and conjoint analysis informed customer pain points, core features, and requirements for an ML-personalized interface.

I also developed monetization and scale-up plans, simulating market entry and competitive positioning. This was an MBA project, rather than a claimed commercial launch.

THE FOUNDATIONB.Com · TaxationKasturba Gandhi Degree College · Hyderabad2014 — 2017 · 9.0 GPA
06 / LET’S TALK

Let’s turn challenges
into progress.

Let’s talk about workforce strategy, global program delivery, operational improvement, or building teams and mechanisms that put customers first.

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