When I say ‘SOLVE’, I mean:
Select a point to read how I think about it
And I do that by utilising:
Software Engineer · Aug 2015 to Feb 2016
My first job, where university theory finally met real work. I built mobile application testing capabilities into Virtusa's test automation framework, working with Java, JavaScript, Selenium and Appium.
Read the full storyNew initiatives I led
Business Analyst · May 2016 to Dec 2016
My first role as a business analyst. I worked directly with the founder to turn her vision into requirements the developers could build without guessing, then carried the work through estimates, schedules and releases.
Read the full storyNew initiatives I led
Project Manager, Business Analyst and Delivery Lead · Dec 2016 to Jun 2019
My first appointment as a project manager. I joined at the concept stage with two developers and a QA engineer, and helped take ZUZU to a full property management system used by more than 1,000 hotels across Asia Pacific.
Read the full storyNew initiatives I led
Senior Project Manager and Lead Business Analyst · Jul 2019 to Jul 2026
Seven years, starting as the only project manager. I built the PMO, ISMS and QMS from nothing, implemented the product suite for 20+ US provider groups, and brought applied AI into the revenue cycle.
Read the full storyNew initiatives I led
Business Analysis and Delivery Consultant · Jul 2026 to now
Where I am now. The product had advertising spend but no customers. I reset the go-to-market strategy, delivered the first enterprise implementation and grew the base from zero to more than 50 customers.
Read the full storyNew initiatives I led
Product and Delivery Consultant · Jul 2026 to Aug 2026
I designed, developed and deployed a sponsorship platform end to end, from an ambiguous brief to monetisation logic that pays streamers using live proof of play data from Kick and Twitch.
Read the full storyNew initiatives I led
Logistics ERP, specified and built
A freight forwarding ERP for 20cubes, taken from a blank page to a working system. I specified it module by module, starting with secure sign in and role based user administration, and built it myself. Completed around August 2026.
Vehicle spare parts ERP, specified and built
A second ERP build over the same period, covering stock, shelves and users for a vehicle spare parts business. Both ERP builds finished around July and August 2026.
iOS application, specified and built
An iOS application for tracking personal and business accounts, with its own authentication, a dashboard, and bank accounts held per business and per account type. Specified screen by screen and built end to end.
01
Understand the problem before solving it.
Workshops, interviews and stakeholder mapping to find out who's affected, what's really broken, and what success should look like, agreed and measurable before a line of code is written.
02
Make it unambiguous.
As-is and to-be processes, prioritised requirements and user stories with acceptance criteria, so developers know exactly what's expected and testers know exactly what "done" means.
03
Keep it moving. Keep it honest.
Plans, sprints, RAID logs and clear reporting. Dependencies managed, risks surfaced early, and releases tested and landed without surprises.
04
Prove it was worth it.
Baselines captured up front, benefits tracked after go-live, adoption supported, and the results taken back to the people who funded the change.
Bachelor of Science in Computer ScienceUniversity of Colombo School of Computing
Project Management Professional (PMP)Project Management Institute
SAFe Product Owner / Product ManagerScaled Agile Framework
Certified ScrumMaster (CSM)Scrum Alliance
Advanced Diploma in Management AccountingChartered Institute of Management Accountants (CIMA)
KanbanScaled Agile
Adobe Workfront
Jira
MS Project
Asana
Trello
ClickUp
Visio
Lucidchart
draw.io
Confluence
Notion
Office 365
Google Docs
Google Sheets
Claude
Cursor
Lovable
Antigravity
n8n
SQL
Power BI
Qlik Sense
Snowflake
Oracle
Salesforce
Zoho
Moodle
API
HL7
WebSocket
Okta
OAuth 2.0
Auth0
AWS Cognito
Rackspace
AWS
Java
JavaScript
Node.js
React
Express
Python
C
MySQL
MS SQL Server
MongoDB
Selenium
Zed Attack Proxy (ZAP)
WordPress
OBS Studio
Canva2M+
insurer documents read automatically with OCR, retrieval augmented generation and data analysis, removing close to 70% of the manual effort at 99% accuracy
75%
fewer calls made by people after an AI voice agent took over chasing claim status and denial reasons from insurers
30%+
shorter delivery cycles once AI was put into requirement decomposition, prototyping and automated testing
15%
fewer denials from a rules based screening check built on three years of history, stopping known failure patterns before billing
60%
of AirDoc AI invoices now arrive by WhatsApp or email and flow straight into Xero, handwriting included
2
management systems, ISO 9001 and ISO 27001, with compliance evidence captured and indexed automatically, non conformities tracked to closure and Grafana monitoring integrated
95%+ / 90%+
of quarterly plans delivered on time and on budget, across product development and client implementations
$1M+
per quarter in portfolio budget, covering product development and client implementations
20+
end to end implementations of a healthcare revenue cycle product and service for United States providers
500+
ambulatory surgery centres onboarded through a partnership integration I led
1
PMO built from nothing with an integrated ISMS and QMS, recertified against ISO 27001 and ISO 9001 without a lapse
0
billing lost to the Change Healthcare breach, because a clearing house switching framework was already in place
1,000+
hotels on the property management, revenue and channel platform I led from concept, MVP delivered in three months on schedule and on budget
50,000+
payments a month through the payment products I defined, tested to handle at least 5,000 a second
20%
lift in client collections, with ageing receivables down about 35%
10%
more payments collected after card on file plans, negotiate and pay, and propensity to pay checks went in
50+
customers at AirDoc AI from a standing start, after I reshaped the go to market
10+
products in a single portfolio, delivered by squads I sized, staffed and sourced
Every figure here is from work I ran myself. They are rounded, and where one moved gradually I have said so in the detail beside it.
Praveen Wedisinghe is a Sydney based professional with extensive experience in project and program delivery. He led the development of the hospitality platform ZUZU Hospitality from zero to a top tier enterprise SaaS application used by more than 1,000 hotels across Asia Pacific, and he is known for cross industry versatility, having managed engagements across logistics, finance, entertainment, healthcare, travel and hospitality and retail. He is currently working on digital and AI enablement for businesses, so they gain benefits in cost, schedule and quality without compromising security or scalability.
He combines business analysis, project management and technology. That covers assessing needs and defining the business case, mapping processes end to end, writing requirements that developers can build from, planning and controlling scope, schedule and cost, running delivery with distributed teams, and tracking benefits after go live. At SYNERGEN Health he built the PMO, the ISMS against ISO 27001 and the QMS against ISO 9001 from nothing, and kept them recertified without a lapse.
Healthcare and revenue cycle management, travel and hospitality, entertainment and streaming, finance and accounts payable automation, logistics, retail and aged care. That range is deliberate. Learning a new industry, a new system or a whole new business quickly is one of his strengths, and it is how he finds where value can be created in a process.
By starting from the business process, not the model. Examples from his own delivery work include correspondence automation with OCR and generative AI that removed close to 70 per cent of manual effort at 99 per cent accuracy, AI used in requirements, prototyping and testing that shortened delivery cycles by more than 30 per cent, document intelligence systems, and multi agent AI applications. He also runs distributed teams augmented with AI agents, at an optimised cost.
Project Management Professional (PMP) from the Project Management Institute, SAFe Product Owner / Product Manager from Scaled Agile, Certified ScrumMaster from Scrum Alliance, an Advanced Diploma in Management Accounting from CIMA, and a Bachelor of Science in Computer Science from the University of Colombo School of Computing.
He coaches agile delivery and has grown agile coaches inside the teams he ran, which is how the practice survived after he moved on. He holds SAFe Product Owner / Product Manager from Scaled Agile and Certified ScrumMaster from Scrum Alliance. He works as a delivery lead who coaches, so agile practice is something he builds into a team while delivering with them.
With a two stage grooming model he designed, which keeps problem understanding and solution design out of sprint planning. A functional grooming walks the team through the requirement, the diagrams and a working prototype, and the session stays on the problem. A week later a technical grooming has the team bring solution options to be challenged and weighed on estimation, complexity and risk. Developer documents are ready at the start of the sprint and checked at acceptance, and sprint planning reserves capacity for the grooming so sprint goals stay realistic.
Retrospective actions tracked as their own backlog in Jira so each was actually trialled. An innovation iteration in the final sprint of every quarter, run alongside quarter planning with the chief product officer and operations managers, drawing on the SAFe innovation and planning concept. Backlog prioritisation on return, urgency and risk. Kanban with work in progress limits for support teams. Spikes and sprint zeros where the work was unclear. Sandbox environments so new people onboarded faster. Automated quality gates that kept defect leakage low.
Yes. He maps current state and future state in BPMN, takes KPI baselines before anything changes, and looks for where value leaks: handoffs, rework, waiting, duplicate entry and manual checks. At SYNERGEN Health he wrote the standard operating procedures and the KPIs that made each client engagement measurable, then monitored and analysed performance against them. Process work is where he usually finds the case for automation, which is why the AI work and the process work go together.
He writes long pieces on project delivery, business analysis and working with people on his blog. On Time, On Budget, and Still a Failure argues that a project is only successful if it delivers the value it was funded for, and that project management and business analysis cannot be separated in purpose even when the roles are split between two people. Networking Is Not Something You Can Force argues that a professional network is built by giving something useful instead of by collecting contacts. Where a post leans on a source, it lists it.
Yes. He is based in Sydney, Australia and takes on project and program delivery, business analysis, PMO and governance, and digital and AI enablement work. The quickest way to reach him is praveen.wedi@gmail.com or LinkedIn.
Map the as-is process end to end first, including the parts people work around. Then look for where value is created and where it leaks: handoffs, rework, waiting, duplicate data entry, manual checks. Size the gap with a SWOT and a simple cost of delay, design the to-be process, and only then decide what to automate. Take KPI baselines before you change anything, otherwise you cannot prove the improvement. That sequence is what I have used to remove close to 70 per cent of manual effort in a healthcare back office and to cut delivery cycles by more than 30 per cent.
A business analyst works out what the business needs and writes it down so it can be built. A project manager plans and controls scope, schedule, cost, risks and dependencies so it gets delivered. Many problems fail in the gap between the two. I hold both roles, which is why I am usually brought in when a programme is ambiguous, stalled, or spread across vendors and distributed teams.
Start from the process, not the model. Pick a step with volume, clear rules and measurable cost, prove it against a baseline, and put the controls in before the pilot spreads. Everything I have delivered in regulated domains ran under ISO 27001 aligned information security and HIPAA obligations, so security and compliance are part of the design, never a review at the end. Cost matters too, which is why I size AI work against the benefit it returns.
A PMO is the machinery that makes delivery predictable: methodology, templates, estimating, reporting, risk and dependency management, and a view of the portfolio. You need one when you are running several initiatives at once and cannot answer where the money went or what is slipping. I built a PMO from nothing at SYNERGEN Health, with an integrated ISMS against ISO 27001 and a QMS against ISO 9001, and kept it recertified without a lapse.
Agree what good looks like before the work starts, in numbers, and capture the baseline. Track those numbers after go live, not just at delivery, and support adoption so the new way actually gets used. Then take the results back to the people who funded the change. Benefits realisation is the part most programmes skip, and it is the part that decides whether the investment was worth it.
Yes. He is based in Sydney and has delivered for provider groups across the United States, hotels across Asia Pacific, and teams in Sri Lanka, working across time zones with distributed and vendor teams. Remote engagements are normal for him.
For roles, programs or a conversation about delivery, reach out.