Tarun Dua

Artificial Intelligence:

• Regular engagement on customer issues related to the top-tier AI/ML services offered by AWS and Amazon.
• Partner with internal teams to improve the AI troubleshooting tools.
• Contributed to two internal AI ideas; one has been implemented, and continuous improvement is in progress. The second idea is currently under development.

Service Experience Owner: Played the role of SXO, a bridge between the support team and the service team.

• Enhanced support troubleshooting tools saved 3,100 man-hours per year.
• Managed feature launches and service launches, and ensured support is trained.
• Bi-weekly business reviews with the Service Director and monthly business reviews with the Support Director.

Automation:

• Led an automation project with multi-service impact, which resulted in $1.9M/year savings (8,400 cases deflection), and built a pipeline for an estimated savings of $15M/year.
• Led a service-specific automation project, which resulted in $1.28M per year in savings and 1,680 case deflections.

Service Improvement:

• Led an escalation reduction project for five services, which resulted in $900K per year in savings.
• Identified gaps in the learning curriculum for new hires, partnered with SMEs, and the training team to fix the gaps.

Development: Led two internal projects from ideation to development, one to improve the security posture of the site, and the other to centralize engineers’ data. Used the Agile framework to run the projects.

I helped build a new site, and this tenure was heavily focused on building, expanding the team, and stabilizing site operations. I managed and grew a team that worked on analytics services like Redshift, OpenSearch, QuickSight, MSK, Kinesis, etc.

• Improved internal escalation metrics by 100 bps at the site level by leading an escalation reduction program.
• Led a program to improve site-level quality and created internal wikis with SOPs.
• Optimized operations by creating and publishing standard operating procedures (SOPs) for the team and managers.
• Automation of KPI reports via QuickSight has saved 55 hours per month of the manager's manual work.
• Extensive hiring of both engineers and managers helped grow 4x in 2 years. Hosted a Virtual Learning Series event via LinkedIn to build candidate pipeline.

Managed a team of DBAs (Oracle, SQL Server and Teradata), ETL engineers, Data warehousing and Business Objects (40 team members). The team is spread across India, the Philippines, and the USA (Colorado and Minnesota).

· Secured customer’s DB environment

o Implemented Encryption at rest and in-flight.

o Separation of duties via Oracle Database Vault.

o Centralization and automation of SOX reporting by implementation of Oracle Audit Vault and Database Firewall.

· Re-architected backup policies for Oracle, Teradata and SQL Server resulting in 1.5TB of storage savings and 50 TB/day fewer data transfer.

· Led SOX and HIPPA audits, with internal and external auditors.

· Led automation implementation in DBA team (WINAUTO)

o Oracle password resets, Teradata user creation and Storm mode reporting.

· Managed and (or) Architected migration projects

o 300+ Oracle DB migration from AIX to Exadata

o Exadata X6 to X8 upgrade

o Oracle database 19c upgrade.

o DD Boost and Golden Gate upgrade.

o Informatica upgrade

· Managed OPEX and CAPEX budgeting for Data Services teams, partner with project managers and assign resources as per the project needs.

· CI/CD using DevOps, for weekly deliverables in ETL domain.

· People Management of 20+ resources.

I was responsible for the client deliverables of the India DBA team. This included Oracle, DB2, and SQL Server database teams. At the same time, I was also working on projects in Oracle database technology. I was also a backup DBA for Teradata and DB2.

Jul 2012 – Mar 2014, Senior Oracle DBA/Team Lead, Gurgaon, IBM India Pvt. Ltd.

After returning to India in June 2012, I helped the IBM India team grow and transitioned a lot of support work to India. During this period, the Oracle database team’s strength increased from 5 to 10 DBAs in India.

Jul 2009 – Jun 2012, Senior Oracle DBA/Team Lead, Colorado, USA, IBM India Pvt. Ltd.

I was responsible for the work delivery of the Oracle DBA team. During this period, I was in Colorado, USA, for three years, and I worked on several upgrade projects and received numerous customer appreciations.

I worked as a team member and supported Oracle databases from offshore. I worked on the standardization of many routine DBA activities. I also automated day-to-day DBA operations using shell scripting.

Jun 05 – Jul 06, Software Engineer / Oracle DBA, Lantern Enterprises, B'lore, India.

Lantern Enterprises is a consulting firm that provides support to its clients. As a team member, I was involved in two DBA projects.

Feb 06 – Jul 06, Oracle DBA, Accenture Services Pvt. Ltd., Bangalore, India.

I was deputed by Lantern Enterprises to provide database support to a U.S.-based client named Bellsouth Corporation. Bellsouth Corporation is an American telecommunications company based in Atlanta, Georgia. It provides services like telephone and internet. We were supporting around 90 test, development, and production Oracle databases. Key responsibilities were:

• Creation of new databases, as specified by the client. Maintenance and support of existing Oracle databases.
• Monitoring of the database's alert log file via scheduled Unix scripts.
• Rebuilding and reorganization of tables and indexes.
• Automation of routine DBA tasks with the help of shell scripting. For e.g. Cleaning of alert log files, removal of old trace files, etc.