Zachary Zamarripa · Director, TPM

git log --oneline

Experience

Director of Technical Program Management, Reliability Engineering HEAD

09/2024 — Present

ZSZscaler · San Jose (Folsom Remote), CA

Leading Technical Program Management for Zscaler Private Service Edge (PSE), which extends the Zscaler Cloud on-premise to improve latency, security, and data sovereignty. Own strategy, global data center architecture, and end-to-end delivery (deployment, operational readiness, problem management, and support) through a team of 13 across global regions, scaling from ~200 new projects in 2024 to ~300 in 2025.

Own partnership strategy with global colocation and hosting providers, including go-to-market for revenue-generating, partner-delivered products such as Managed Business Continuity and China Premium, influencing product roadmap decisions and cost reductions.
Spearheaded an internal application built on Snowflake data pipelines drawn from business-critical systems of record, reducing MTTR and improving visibility for account and ops teams.
Built Python ETL pipelines using Cloud Functions and BigQuery APIs to automate data sync across Salesforce, Asana, and Jira, cutting manual reporting and repetitive work ~33%.
Created executive dashboards and operational reporting in Looker Studio to improve decision-making and program visibility.

Senior Manager of Technical Program Management, Reliability Engineering PROMOTION ↑

08/2022 — 09/2024

ZSZscaler · San Jose (Folsom Remote), CA

Grew the team from 4 to 10, establishing agile frameworks on objectives and OKRs via Asana to deliver ongoing customer value.
Implemented a professional services framework to improve program delivery and customer satisfaction while increasing revenue growth.
Governed Federal Deployments and implemented IPv6 in the Federal Cloud while supporting a 250% increase in Fed PSEs.

ZSSenior Manager of Technical Program Management›Decision2 / 3

Why the team grew slower than the work

Decision · 2024 · 2 min

CONTEXT

Provisioning and project management were full of manual steps: data re-entered between systems, status chased by hand, errors that surfaced late. Volume was climbing toward 200 projects a year. The team had already grown from four to ten to stand the function up, and the obvious next move was to keep growing it at the rate the work was growing.

OPTIONS

Keep hiring in proportion to volume. Push back on intake and take on less. Or hold the team closer to its size and automate the seam between provisioning and project management, accepting that we'd be building while the work kept coming.

DECISION

Automate the seam. I hired for scripting and automation, a skill I didn't have myself, and we built integrations between our systems and the project management tools, Salesforce, Asana and Jira, on Python ETL running in Cloud Functions against BigQuery, cut tool sprawl, and removed the handoffs where errors lived. That was my call. Delivery never paused for it: we improved in pieces while the work continued, and each piece returned enough capacity to take on more.

OUTCOME

Faster delivery, roughly 33% less manual reporting and repetitive work, better collaboration across teams, and enough capacity to take on work in other areas. The following year the same organization absorbed ~300 projects, a 50% increase in volume, on a team that went from ten to thirteen rather than doubling.

WHAT I'D DO DIFFERENTLY

Less than you might expect. The first couple of years went to building the group and putting the basics in place: compliance, process, project management. None of it could have been skipped, because you can't automate a process that doesn't exist yet. What I'd change is the overlap. That hire could have come alongside the groundwork rather than after it. We built it all without AI, too. With the tools I use now, we would have gotten there months sooner.

VP, Lead of Program Management / Strategy & Operations GROUP LEAD

03/2020 — 08/2022

WFWells Fargo · Folsom (Remote), CA

Directed multiple program management and strategy operations teams in Technology Infrastructure. Established Site Reliability Engineering and new Platform Operations for 400 apps across three CIOs.

Established the Platform Wellness Program on the NIST Cybersecurity framework, reducing enterprise risk through standardized prevention and detection protocols.
Developed the enterprise-wide observability plan and led its rollout across 400 applications with Splunk, AppDynamics, Elastic, and Kafka, reaching 99.6% availability.
Drove code review standards and policy improvement across compliance and permit-to-operate programs via GitHub and UDeploy.
Laid the groundwork for a major transition to hybrid and multi-cloud infrastructure to modernize legacy data centers.

Senior Manager, Technical Program Management

12/2013 — 03/2020

WFWells Fargo · Folsom (Remote), CA

Led a team supporting infrastructure, application development, demand planning, and project initiatives across Operations Technology, Enterprise Cloud Services, Innovation, and the Enterprise Data Lake. Acted as Service Delivery representative for Network and Engagement Manager for Enterprise Infrastructure Technology.

Led 50+ TPMs deploying infrastructure implementation projects annually, from Oracle Exadata migrations to payments and virtual solutions.
Owned capacity planning, quarterly business reviews, and OKR/KPI reporting supporting portfolio decisions.
Partnered with application teams on release planning and development roadmaps to improve delivery coordination.
Pioneered Wells Fargo's first on-premises Azure and Cloud Foundry environments, enabling early enterprise cloud adoption.

Manager, Enterprise Projects & Initiatives

11/2011 — 12/2013

WFWells Fargo · Folsom (Remote), CA

Orchestrated software rollouts, audit initiatives, and production remediation. Drove technical program management across OS maintenance, hardware infrastructure support, performance monitoring, and network uptime.

Led the Enterprise Program Team for Community Banking, Lending, Retail, and Corporate, managing 50+ engineers globally.
Drove the rollout of Wells Fargo's Mobile Deposit, letting customers deposit funds by photographing a check.
Aligned data centers and networks to SWIFT Customer Security Programme (CSP) controls, strengthening monitoring and anomaly detection.
Partnered with cross-functional teams on release management, application support, and data center operations to improve service continuity.
Managed budget and organizational planning for enterprise infrastructure programs.

Manager, Technology Infrastructure

11/2008 — 11/2011

WFWells Fargo · San Diego (Hybrid), CA

Managed the Patching, Audit, and Project teams supporting all Unix and Windows servers for Corporate Service Delivery, through technical program managers in the US, India, and Hong Kong.

Drove infrastructure virtualization with VMware to improve data center efficiency and modernize enterprise platforms.
Following the Wachovia acquisition, drove IT and core systems consolidation to merge two of the largest financial institutions in the U.S.

Manager, Data Center Build Team

10/2007 — 11/2008

WFWells Fargo · San Diego (Hybrid), CA

Led the Corporate Windows Infrastructure team on datacenter builds, production support incidents, and business-continuity operations.

Manager, Data Center Coordination

03/2006 — 10/2007

WFWells Fargo · San Diego (Hybrid), CA

Led corporate data center implementation planning and coordination, guiding technical teams through build-out and execution.

Management Associate (Rotational Program), Information Technology STARTED CAREER

06/2005 — 03/2006

WFWells Fargo · Minneapolis, MN

Selected for Wells Fargo's Leadership Development Program, collaborating with executive management across Enterprise Architecture, Application Development, and Technology Infrastructure.

Experience

Director of Technical Program Management, Reliability Engineering HEAD

Getting the unreachable internet into China

CONTEXT

OPTIONS

DECISION

OUTCOME

WHAT I'D DO DIFFERENTLY

Senior Manager of Technical Program Management, Reliability Engineering PROMOTION ↑

Why the team grew slower than the work

CONTEXT

OPTIONS

DECISION

OUTCOME

WHAT I'D DO DIFFERENTLY

VP, Lead of Program Management / Strategy & Operations GROUP LEAD

400 applications, 400 ways of working

CONTEXT

OPTIONS

DECISION

OUTCOME

WHAT I'D DO DIFFERENTLY

Senior Manager, Technical Program Management

Manager, Enterprise Projects & Initiatives

Manager, Technology Infrastructure

Manager, Data Center Build Team

Manager, Data Center Coordination

Management Associate (Rotational Program), Information Technology STARTED CAREER

Expertise

Areas of Focus

SaaS Proficiencies

AI Tools & Enablement

Monitoring & AIOps

Cloud & OS

Projects

FaultOne personal

One fault named, and who owns it

Zscaler Managed Business Continuity

Zscaler China Premium & Premium Plus

Education & Certs

Awards

Volunteering

Languages

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