Yadav Paruchuri

• Spearheaded the department's first major public cloud migration (Teradata to AWS), establishing a strategic, scalable Enterprise Data Platform. This complex, enterprise-wide transformation secured $12M in cost savings over three years and significantly uplifted core business capabilities (availability, performance, scalability) to support evidence-based decisions.
• Directed the digital delivery stream for the Aged Care Transformation Program (ACTP), translating Royal Commission recommendations and policy into high-impact, risk-based targeting and funding systems. This involved delivering over 40 critical reports and dashboards to strengthen regulatory processes and improve service provision for the Australian aged care community.
• Acted as Assistant Secretary for a brief period, successfully developing a future roadmap for the branch by streamlining business engagement, architecture, and design processes to improve delivery speed and strategic alignment.
• Established and led the Product Management Group (PMG), providing central SME leadership and voting member status to govern backlog prioritisation and resource allocation across multiple major data and digital initiatives.
• Led the successful transition of the legacy data platform (Hadoop) to a modern, scalable Google Cloud Platform (GCP), establishing foundational blocks for future Artificial Intelligence (AI) and Machine Learning (ML) capabilities across the department.

As a Senior Executive Leader in Health and Aged Care, I focus on driving impactful digital transformation and data strategies that enhance service delivery and operational efficiency.

• Led the development and implementation of an AI strategy, enhancing departmental capabilities in line with strategic initiatives.

• Managed the unification of data platforms to improve efficiency and reduce costs, ensuring alignment with budgetary constraints.

Guided the branch in creating business continuity plans that address financial challenges, while optimizing operations.

• Worked collaboratively with senior leaders to implement priorities, and foster continuous improvement within digital services.

In my short stint as A/G Assistant Secretary, I focused on creating a strategic roadmap that enhanced operational efficiency and alignment with departmental goals through improved business engagement, and streamlined architecture and design processes.

• Developed a comprehensive roadmap for the branch that emphasized strategic alignment, and operational efficiency.

Streamlined business engagement processes to enhance delivery speed and responsiveness to stakeholder needs.

• Led the successful, high-profile end-to-end delivery of the Director ID (Dir ID) private, and public beta programs. This initiative was a significant whole-of-government digital identity project, transforming regulatory compliance, and earning a Deputy Commissioner Award.
• Provided executive-level leadership and management for the ATO’s premier online channels (Online Services, MyTax, Tax Agent and Business Portals, and ato.gov.au), overseeing software and hardware changes that served over 60,000 agents and more than 2 million businesses.
• Played a critical leadership role in the core team responsible for the major transformation project of transitioning ato.gov.au from on-premises to the AWS cloud, significantly increasing resilience and availability for high-volume transactional services.
• Championed and implemented continuous improvement initiatives by promoting the Inspect and Adapt approach within the SAFe framework, which resulted in measurable cost savings and improved delivery certainty across multiple legislative, superannuation, and digital identity programs.
• Delivered several high-priority business outcomes relating to programs such as Legislative, Superannuation, Single Touch Payroll, Activity Statement Financial Processing, Digital Identity, and Improving Digital Services through software and hardware changes in the ATO digital platform.
• Led and championed major changes relating to digital projects, invariably contributing to the success of various organizations and EST initiatives.
• Partnered with Elastic to implement an improved search experience and analytics via ato.gov.au, through the delivery of software and hardware changes.
• Promoted a design thinking culture and initiated a process in collaboration with the Design and Assurance branch to identify capability gaps and incorporate design thinking into the pipeline and feature development process.
• Streamlined PMG and pipeline processes to improve the speed of feature readiness and prioritization to assist delivery.
• Lead the implementation of IT projects and initiatives in alignment with government and agency objectives that deliver business outcomes, meet digital standards, and drive outstanding client experiences for the Australian community.
• Provide people and technology leadership for staff of over 100, as well as mentor emerging leaders.
• Represent the ATO at industry and government forums and events.
• Provide whole-of-agency stewardship, leadership, and influence across government and/or jurisdictions.
• Generate service transformation and modernization through WoG platforms, SaaS, and PaaS.
• Encourage collaboration between feature teams, system/solution architects, and feature owners to achieve a unified outcome.
• Collaborate with business and EST (Enterprise Solutions and Technology) stakeholders to ensure solution and delivery alignment.

Significant Achievements-

Delivered ATO’s next-generation content management system that provides a platform to rebuild, redesign, and redevelop ATO’s online content offering to improve the client experience for intermediaries, agents, and individuals through ato.gov.au.

Delivered a major client experience transformation and mobile-responsive redesign of the ato.gov.au website.

Initiated the migration of ato.gov.au and successfully migrated the ATO’s premier platform, ATOOnline, MyTax, and associated ReST services to the cloud platform in 2017. This was the highest-profile federal government transactional site migrated to the cloud, and an achievement that has established stronger resilience and increased availability for two of the ATO’s key client-facing systems.

Manage multiple release trains consisting of delivery teams and delivery commitments, using effective planning, monitoring, and dependency management, with tools such as Team Foundation Server and other information radiators.

End-to-end management of system delivery activities across all phases of the project, into production.

Manage risks, implement contingencies, and manage project scope change requests.

Manage technical and business resources, stakeholder expectations, provide status reporting, and brief senior executives and stakeholders.

Close projects as per ATO Project Management methodology guidelines, provide warranty support, conduct post-implementation reviews, and implement process and delivery improvements.

Facilitate PI (Program Increment) Planning readiness by fostering the preparation of Vision and Backlogs, and through Pre- and Post-PI Planning meetings.

Facilitate PI planning events, and provide adequate support to the teams in planning efficiently.

Facilitate all team meetings, including (where applicable) the Daily Stand-up, Iteration Planning, Iteration Review, and Iteration Retrospective.

Support the product and business owners in their efforts to manage the backlog, and guide the team while facilitating a healthy team dynamic for priorities and scope.

Eliminate impediments by actively addressing the issues and blockers that restrict the team from remaining focused and achieving the objectives of the iteration.

Promote SAFe quality practices by assisting the teams in constantly improving the quality of their deliverables, and meeting the Definition of Done (DoD).

Facilitate preparation and readiness for release train events, including PI Planning, System Demos, and the Retro.

Guide the team in establishing normalized estimates, and help them understand how to estimate features and capabilities.

Involve in program backlog refinement and prep for PI planning. Draft the team’s specific objectives for the upcoming PI.

Maintain and update the team backlog with input from architects, and business stakeholders.

Involve yourself in story definition, and provide clarifications necessary to assist the team with their story estimates and sequencing.

Prioritize the backlog based on user value, time, and other team dependencies determined in the PI planning meeting, and refined during the PI.

Supporting the team by participating in the development of story acceptance criteria.

Accept stories as done by validating that the story meets acceptance criteria, has the appropriate, persistent acceptance tests, and that it otherwise complies with its Definition of Done (DoD).

Participate in the team demo and retrospective.

Produce and present a system demo for the program and value stream stakeholders.

A/G Director (Executive Level 2), Enterprise Testing, Digital Enabling, and Testing Services.

Provide overall direction regarding test methodology and standards.

Establish and negotiate future work plans, working with the Test Managers on project assignments and staffing.

Review and approve all System Test Strategies or Strategy Plans prior to external distribution.

Review and approve all Signoff Reports prior to external distribution.

Prepare and/or review and endorse all Impact Assessments for exemptions from system testing, performance testing.

Liaise with other team directors about cross-team projects and testing issues.

Support Test Managers in their conduct of testing projects, particularly with issues or risks that impact the client project or its business stakeholders.

Provide performance feedback to Test Managers and the Portfolio Director.

As a Senior Executive Service leader, I have successfully directed large-scale digital transformations within complex federal government settings.

Led the development and implementation of enterprise-wide digital solutions that enhanced service delivery and stakeholder engagement.

• Managed cross-functional teams to execute critical community-facing systems, achieving significant improvements in operational efficiency.

• Applied strategic portfolio management to ensure alignment with departmental goals, and optimal use of resources.