Lead Principal Technical Program Manager

##MY CAREER HAS BEEN BUILT AROUND ONE THROUGHLINE: TURNING COMPLEX, AMBIGUOUS TECHNICAL PROGRAMS INTO STRUCTURED EXECUTION WITH MEASURABLE OPERATIONAL AND BUSINESS OUTCOMES, AT GLOBAL SCALE.## I'm Venky Chivukula — eighteen-plus years leading enterprise-scale technical programs, most recently as Senior Director of Engineering Programs at Capital One. _(pause)_ @@At Capital One, I lead technical program governance for our enterprise cloud transformation — I built an Internal Developer Platform now running across **2,300+ applications**, delivering **$150 million** in infrastructure and tooling savings across 11 lines of business and **60% faster time-to-market**, while giving engineers back **70% of the time** they used to spend managing infrastructure themselves.@@ _(pause)_ The experience most relevant to this role, though, is what I did before that: **four years at AWS in technical program management, including as a Region Build TPM**, where I owned **three Availability Zone data center launches end-to-end** — Dublin, Beijing, and San Francisco — coordinating construction, power and mechanical commissioning, network backbone, security certification, and hardware capacity provisioning across a dozen-plus internal teams and vendors, with **zero Sev-1 incidents** traced to readiness gaps in the first 30 days across all three. _(pause)_ @@I also drove Prime Video's ad-tech platform to **$20 million-plus in monthly incremental revenue** at **99.99% availability** for **120 million-plus users**, and separately fixed a broken ad-deduplication system that had escalated to board level — taking detection accuracy from **2% to 98.5%** and recovering **$87 million-plus** in annualized revenue.@@ _(pause)_ And earlier in my career, I delivered the Federal Data Services Hub — real-time data exchange serving **16 million-plus** citizens across seven-plus federal agencies. _(pause)_ **What's consistent across all of it is turning ambiguous, cross-organizational infrastructure work into an integrated schedule, an evidence-based readiness standard, and a measurable operational result — not just a technical delivery.** That operating model — one critical path instead of five siloed ones, risk owned and retired before it hits the path, and readiness gated on evidence — is exactly what I'd bring to leading technical programs across OCI's data center server operations.