Test Architect

8 to 10 years of experience as a strategic testing leader responsible for overseeing and orchestrating end-to-end testing governance across projects and releases.

To serve as the central point of coordination between Business Analysts, Business Sponsors, Testing Teams, and Project stakeholders — ensuring that testing activities are well-planned, properly executed, and aligned with release objectives.

Drives testing quality, monitors progress and defect resolution, and produces key testing artifacts that support informed decision-making throughout the software delivery lifecycle

Take ownership of reviewing the Project Scope document (in PTS) and, where available, the Project Feature document (in Confluence) to make an informed determination on whether End-to-End (ETE) testing is required for the project.

Where ETE testing is identified as necessary:

Proactively drive alignment by scheduling and leading conversations with Business Analysts (BAs) and the Business Sponsor — building a shared understanding of ETE scenarios and ensuring all impacted teams are identified early.

Bring testing teams into the discussion to collaboratively finalize scenario steps and clear any outstanding questions before they become blockers.

Target: Full ETE scenario sign-off and open questions resolved no later than one week before the start of UAT/Unified Testing — setting the team up for a clean, confident testing entry

Strategically coordinate Testbed (TBED) criteria pull readiness by reminding testing teams to submit for UAT1 and UAT2 environments in alignment with the Release Calendar — keeping the team ahead of critical timeline dependencies.

Drive Test Data Management (TDM) preparation by coordinating or submitting requests as applicable through the designated SharePoint site, ensuring test data is available and ready before execution begins

Own and distribute the Testing Status email during Unified Testing — serving as the team's visibility anchor. Calibrate communication frequency to the project's risk posture:

Low concern projects: Send the day before or morning of the weekly Project/Scrum of Scrums (SoS) call.

Medium/High concern projects: Increase communication cadence to reflect urgency and maintain stakeholder confidence.