EC

Erick Castillo

Lead .Net/Azure Developer

View Portfolio

Hexaware Technologies

Lead .NET Developer

March 2026 - February 2026

The Problem

The ELA platform sat at the intersection of three groups that didn't naturally speak the same language: the federal client (FEMA), Corpay business stakeholders, and cross-functional IT groups including infrastructure, security, and DBA teams. Requirements arrived in business terms, infrastructure changes arrived in ticket-speak, and the development team needed both translated into actionable engineering work without losing fidelity. Misalignment on a federal contract — a misread requirement, a missed compliance constraint, a surprise infrastructure dependency — would have meant rework, blown milestones, or worse. Someone had to own the translation layer so the team could ship.

The Solution

Served as the primary liaison between Corpay business stakeholders, FEMA-facing contacts, and cross-functional IT groups for the full ELA engagement. Coordinated meetings, gathered requirements, surfaced technical constraints early, and translated between business language and engineering language in both directions. Made sure the development team had clear, unambiguous work to do and made sure stakeholders had honest, accurate status — including when something was at risk.

Implementation

Ran regular sync meetings with Corpay product owners and federal-facing contacts to gather requirements and validate that the team's interpretation matched the business intent. Authored meeting scripts and stakeholder communications (including the LOD-60521 migration meeting script) so high-stakes conversations went in with a clear agenda, decision points called out, and follow-up owners assigned. Coordinated with infrastructure, DBA, and security teams on dependencies — Azure Blob Storage provisioning (LOD-54013), MySQL upgrade windows, HA failover drills — translating ticket-speak into engineering impact and pushing back when timelines didn't fit delivery commitments. Translated technical constraints into business-facing updates the stakeholders could act on: not "the connector throws on caching_sha2_password" but "the MySQL upgrade adds two days for auth configuration, here's the new milestone date." Authored Jira tickets and stakeholder documents with enough context that anyone reading them six months later could reconstruct the decision. Surfaced risk early rather than late, even when the conversation was uncomfortable, because federal-contract milestones don't reward optimism.

Technologies

Jira GitLab Markdown TDDs and ADRs meeting scripts stakeholder status documents Azure DevOps Corpay/Hexaware change management processes Microsoft Teams / M365

Impact & Results

Kept the engagement aligned across three groups that had different vocabularies, different incentives, and different definitions of "done." The development team got clear, unambiguous work because requirements were translated and validated before they hit the backlog. Stakeholders got honest status, including when something was at risk, which built trust faster than optimistic reporting would have. Cross-functional dependencies (infrastructure, DBA, security) were surfaced early enough to schedule around rather than absorb as surprises. The documentation trail — meeting scripts, ADRs, Jira tickets — gave the engagement a defensible record on a federal contract where audit-readiness matters.

Primary liaison role across Corpay business, FEMA-facing contacts, and IT groups

Meeting scripts authored for high-stakes conversations (including LOD-60521 migration)

Cross-functional dependencies surfaced and scheduled rather than absorbed as surprises

Stakeholder status communicated with risk called out early, not late

Decision trail captured in ADRs, TDDs, and Jira for audit-readiness

On-time delivery maintained across the engagement

This entry is public
0 Likes
0 Vouches

Vouches (0)

Vouches verify the authenticity of this work. Each voucher explains their connection to the work.

Loading vouches...