In a previous role with a lot of responsibility, how did you overcome a challenge?

In a previous role, I faced the challenge of leading a project with a tight deadline and limited resources. To overcome this, I prioritized tasks based on impact, delegated effectively, and maintained clear communication with my team. I implemented agile methodologies, allowing for flexibility and quick adjustments. Regular check-ins ensured we stayed on track and addressed any issues promptly. By fostering a collaborative environment and maintaining focus on our goals, we successfully completed the project on time, exceeding expectations and delivering high-quality results.

Situation:When I joined my previous company, the teams were constantly engaged in handling production issues and attending numerous business meetings, which severely impacted their productivity and capacity for future deliverables.

Task:My task was to identify the root causes of these production issues, understand the application's current state, and develop a plan to resolve these issues while improving team efficiency and ensuring future deliverables.

Action:To address the situation, I initiated meetings with product owners and scrum masters to gain a comprehensive understanding of the application, its associated issues, and the roadmap. I also connected with developers to understand performance and failure scenarios. Recognizing that the ongoing issues were impacting the team's capacity and future deliverables, I collaborated with leadership and product teams to explain the situation. Together, we prioritized the improvement of existing features and reprioritized the backlog with the help of the product owner. Although this initially impacted the committed deliverables, it was a necessary step to resolve the core issues.

Result:By the end of the Program Increment (PI), the core issues were resolved, leading to improved team efficiency and the delivery of a higher-quality product. Both the technology leadership and product teams were pleased with the outcomes.

As a director of Product Dev I encountered an issue which impacted a client New York.

The situation was that we missed a deliverable to the client when a key engg lead failed to show up for a demo and subsequently resigned.

Task: To regain the trust of the client and complete and deliver the changes requested by the client

Actions:

• I contacted the client and made myself as the primary      point of contact

• I reviewed and prioritized all open user stories and      created a timeline for completion

• I communicated the timeline to the client for      transparency

• I personally demoed the solution for the client 3      days ahead of schedule

• I supervised the move to GA

• I checked in with the Client on days 1, 7 and 20 to      verify that it was meeting their needs

Result- This intermediate solution proved to be a keystone website attribute which led to a 100M contract with NY

In a previous role, I faced the challenge of leading a project with a tight deadline and limited resources.

To overcome this, I prioritized tasks based on impact for each functions test, arrange resource more efficiency, and maintained clear communication with my team.

I analyzed the testing needs for each function and allocated the most suitable resources instead of defaulting to the highest-specification hardware.

For example, Given the limited resources, I prioritized to arrange two PCIe Gen5 network cards with different brands for System Integration Testing (SIT), which greatly enhanced testing efficiency and optimized resource allocation.

I drove the waterfall testing method and using Gantt flow charts to keep track of progress across six projects, allowing for flexibility and quick adjustments.

By fostering a collaborative environment and maintaining focus on our goals, we successfully completed the project on time, exceeding expectations and delivering high-quality results.

My philosophy is when there is a too much on my plate, I find the right resource to delegate.At Auctane, I realized the need to delegate tasks to avoid being a bottleneck in decision-making. I handed over the architecture responsibilities to my principal developer, which not only reduced my workload but also expedited the decision-making process in my team, creating a win-win situation. This not only helped me but also helped my principal developer grow in his position as well.

I used to get a lot of work from different stakeholders and it is hard to decide on the priority which is more relevant to be worked upon. Being a senior engineer in the team and have to handle the domain specific questions that are urgent from various departments, I felt exhausted to combine them with my regular work to meet the deadlines. I have discussed with my manager with the situation and able to get help in terms of him being the gatekeeper for the anonymous work and also getting more clarity on prioritization to ensure I stick to my deliverables and in time productive and quality work that is planned.

During a snow storm, it caused a number of call outs from the management team. I was tasked to cover the Service floor of over 40 associates while maintaining 60%  service level. In order to accomplish the goal, I had two associates assist in answering questions and proactively advised agents to schedule 30 minute callbacks for escalated calls. We ended up just shy of the goal due to higher hold time. Overall director was pleased with the outcome and grateful the team was able to assist the policy I kders. 

I managed my time and prioritised tasks that required immediate action. Creating to do list, maintaining and updating trackers on timely basis, taking small breaks but avoid procastination and acting calmly.

In a previous management position I assisted in hiring new employees after the company experienced a low retention rating.  the turnover rate effects everyone on the team regarding workload and schedules. It was baffling because I stay with my employer as long as possible.  I discovered finding qualified candidates to be a significant challenge.  I made a point to focus on our family mentality and look for potential new hires who shared the same vision for the company, were driven to succeed and who wanted to share their knowledge with others, not just relying on acquired technology skills.  It was a success and our employee retainment rating rose 50% over the year. Everyone was treated equally, fairly and with respect.