Deepali Dixit

Senior Technical Program Manager and Quality Engineering leader working at the intersection of the two — most places treat them as separate jobs, but I've found the strongest results come from running them as one.

Over 15+ years across fintech, mobile hardware, and consumer apps, I keep landing in the same situation: a team that's missing structure, either because it never had it or because it's mid-restructure, and no playbook for fixing it. So I build one. I've stood up PMOs from scratch, owned test and release strategy on platforms running 1.2M+ transactions a year, and been the one running the postmortem when something broke anyway.

What I actually do, in practice:

● Rebuild governance, risk protocols, and delivery cadence for teams in transition
● Wire automated testing into CI/CD and use RCA to actually cut defect rates, not just document them
● Negotiate vendor contracts that save real money and stick
● Lead distributed teams through reorgs without letting delivery quality slip
● Lately: building AI agents (ChatGPT API, Gemini) that take test-strategy busywork off QA leads so they can spend time on actual risk decisions

If your team is somewhere between "no structure" and "structure that broke," that's usually where I'm most useful.