Could you tell me about a project you are very proud of?

Question

Anonymous · Accepted Answer

The accomplishment that i am most proud of is leading the development and launch
of Order Service API at my previous company . The project is significant to me
due to technical challenges we faced , the skills i applied and the substantial
impact on the company’s operation
At the time , our ecommerce platform was hindered by monolithic architecture and
outdated order management system which led to inefficiencies and frequent
failure. My task was develop a new Order Service API that could handle order
creation, inventory fetching , product details while also integrating 3rd party
tools for communication . We updated the programming language and underlying
architecture to scale the platform and manage it  and integrated with 3rd Party
apps .One of the major challenges was to maintain backward compatibility and
ensure the new platform works hand in hand with existing platform and manage
real time data effectively.After months of rigorous development and testing and
iterative improvements based on user feedback we successfully deployed the API .
The new system streamlined order management , provided real time order tracking
and automated communications with customers. It resulted in 30% reduction in
order processing and significant decrease in customer complaints . It was a
great learning opportunity that challenged my technical and leadership skills
and positive results validated the value of using latest technology

Anonymous · Answer

In my role as Team Lead Manager at Flexport, I led a team of six engineers
tasked with building a Kafka-based streaming data infrastructure deployed in
Kubernetes. We encountered a significant challenge at the start of the project:
integrating with existing products while meeting the requirements for products
still in the design and planning phases.
To address this, I implemented several key strategies:
Clear Communication: I set up design review sessions with the entire engineering
organization to ensure everyone was aligned and any potential issues were
addressed early.
Team Collaboration: I encouraged regular pair-programming sessions and
implemented pairing rotations to enhance collaboration and knowledge sharing
within the team.
Agile Approach: We adopted an Agile methodology, breaking down the project into
manageable sprints. This approach helped us tackle the problem incrementally and
adjust our plans as needed.
Early Data Contract Discussions: We initiated discussions about data contracts
with other teams early in the process. By co-publishing data contract proposals
and seeking feedback, we ensured that our solutions were well-integrated and met
cross-team requirements.
Task Management: I made sure tasks were broken down into manageable sizes with
clear descriptions and acceptance criteria. This approach helped maintain team
velocity and clarity on deliverables.
Transparency and Accountability: We conducted bi-weekly public demos to track
our progress and maintain transparency. These demos allowed us to gather early
feedback and hold ourselves accountable to our target dates.
By employing these strategies, we successfully launched our platform and
onboarded the first production workflow within three months. The production
workflow was to provide reporting for our customers. We reduced reporting
latency from 24 hours to near-real-time. Additionally, we introduced a
self-service template and comprehensive documentation, which reduced the
workflow onboarding time from one week to less than two days.
This project was a team effort, and the team was highly motivated and proud of
the result. It taught me the importance of breaking down large projects into
smaller, manageable pieces, which has since improved my approach to leading
technical teams through complex problems. Regular demos and project updates were
crucial to the success of this project, as they allowed us to gather feedback
early and stay on track with our deadlines.

Anonymous · Answer

Situation: The North America Transportation (NATS) organization, which is
dedicated to managing the design, speed, and connectivity of the transportation
network, previously did not have a formal process for reviewing and tracking the
impact of new pilots and initiatives. This led to issues with communication,
lack of network-wide visibility, and unknown impacts on key metrics.
Task: I was tasked with creating a new pilot tracking program from scratch to
address these challenges and improve the NATS organization's ability to evaluate
and scale successful initiatives.
Action: I built a comprehensive pilot program within the Asana project
management software, consisting of four main components:
 1. Pilot intake with a white paper outlining success criteria and risks
 2. A monthly pilot review panel with NATS leadership
 3. Ongoing pilot tracking for approved initiatives
 4. Post-mortem and scaling process for successful pilots

Result: The new pilot program was launched in Q3 2022 and has already
demonstrated a 35% cost savings in transportation execution costs through the
successful implementation of new innovation programs. The structured review,
tracking, and scaling process has improved visibility, risk assessment, and
performance monitoring across the NATS organization.

Anonymous · Answer

I’ve had the opportunity to lead a range of product initiatives - some
technically deep, others focused on stakeholder orchestration, a few constrained
by budget, others by time. All of them taught me valuable lessons but if I had
to pick one as my proudest and most meaningful, it would be the development of
the Odoo SaaS Kit at my previous company, Webkul.

For context, Odoo is an open-source business management software suite with
modules for CRM, ERP, e-commerce, project management and much more. Odoo has 3
deployment models:

* Odoo Online - a SaaS offering from Odoo with no third-party customizations;

* Odoo.sh [http://Odoo.sh] - a PaaS model;

* and traditional on-premise deployment.

Each comes with trade-offs. Most notably, Odoo Online doesn’t allow custom apps,
and core features like accounting are only available in the paid enterprise
tier. Because of this, offering Odoo as a flexible, multi-tenant SaaS with
custom modules was largely unviable.

My organization was an Odoo partner - developing and managing modules for
clients implementing their own on-premise solutions. I was managing a portfolio
of these products when I was handed a request to build a dashboard for a client
who was running multiple Odoo instances for different websites and wanted a way
to monitor usage across these instances. During the discovery phase, I realized
the client wasn’t just running multiple Odoo instances, he was effectively
reselling Odoo to downstream businesses. He was provisioning each instance
manually, managing billing offline, and maintaining everything by hand. That was
the epiphany. I wasn’t looking at a one-off dashboard need - I was looking at a
partner trying to run a SaaS business without any of the infrastructure to
support it.

I started digging deeper. I reviewed support tickets, analyzed server usage
patterns, and spoke directly with several Odoo partners, freelancers, small dev
agencies, and businesses managing on-premise installs. Many had idle server
capacity. Others wanted to offer lightweight ERP solutions like payroll,
attendance, or timesheets to smaller affiliates or clients, but couldn’t scale
because setup was too manual and cost-heavy.

I noticed this trend especially across India, MEA, and ASEAN markets, where
digital adoption among SMBs was underserved. These businesses didn’t need full
ERP implementations - they needed minimal, hosted, affordable systems, but with
the flexibility of custom modules.

That’s when I realized we were solving the wrong problem. The real opportunity
wasn’t a dashboard - it was to enable partners to offer Odoo as a service, at
scale. Partners were already trying to do this manually, but no one had built a
proper product for it. I saw the chance to turn that scattered effort into a
simple, scalable system that let them run real SaaS businesses on top of Odoo.
That shift - from building a feature to defining a platform, is what changed the
entire trajectory of the project. I proposed converting the dashboard request
into a lean admin module and built the first MVP myself - an admin module that
allowed our client to monitor usage across multiple Odoo instances, track users,
view billing cycles, and manage contracts.

With that foundation and positive feedback from the client, I pitched the full
product vision to leadership - self-serve SaaS delivery platform.

End users could choose the odoo apps, version and server configuration of their
choice and the system would deploy a docker container with the required odoo
instance, an isolated database with only the selected modules and admin roles.
The platform handled everything It handled everything—provisioning the database,
configuring the environment, and sending the admin login credentials by
email—fully automated. I had to orchestrate across functions to bring it to
life. I worked with DevOps to design the containerization and provisioning
logic, with QA to support multi-version testing, and with engineering to define
the orchestration workflow. I worked closely with leadership to align the
platform’s rollout with our GTM and support priorities.

I structured the delivery in phases—focused first on the
provisioning-access-expiry loop—and ran fast, iterative sprints. We shipped the
production-ready version in 10 weeks, and kept improving in cycles based on real
partner adoption and feedback.The results were both immediate and strategic. The
product generated $200K in its first quarter, and over 30 partners used it to
launch their own hosted Odoo offerings. Provisioning-related support tickets
dropped into the bottom 25% across our 500+ apps—directly improving operational
efficiency. Retention stayed high because we treated launch as the starting
point: we kept iterating—adding billing automation, role hierarchies, and
version-aware deployments based on partner usage.

But more importantly, this project aligned tightly with Webkul’s broader
mission: enabling businesses to adopt, scale, and customize open-source
platforms with lower friction. It moved us from being a module vendor to a
platform enabler. We didn't just sell plugins—we helped our partners unlock new
revenue streams and serve new markets. This product expanded our relevance in
the ecosystem and created long-term stickiness—partners were now building their
businesses on top of our infrastructure. It was impact at both the product and
company level. What makes this project stand out isn’t just the metrics—it’s the
level of ownership and the learning curve it created. I didn’t just execute a
feature; I discovered a latent need, reframed the scope, validated it, built it,
and scaled it. It pushed me beyond technical delivery into pre-sales
positioning, GTM thinking, and partner enablement. I worked directly with
stakeholders to ensure safe adoption—helping them offer Odoo as SaaS while
protecting their own infrastructure.

It taught me that direct observation beats assumption—the turning point came
from watching a client’s improvised setup, not reading a spec. That we should
build for recurring patterns, not surface requests—clients don’t always
articulate what they actually need. That leading without a brief means owning
ambiguity, aligning teams, and communicating clearly without waiting for
permission.

And most of all, it taught me that shipping is the beginning, not the end.
Continuous improvement is what drives real product adoption. We didn’t stop at
release—we listened, refined, and kept executing fast, lean, and user-driven.
That mindset is what made the product resilient. And it’s why this remains the
most meaningful project I’ve worked on.

Dealing with ambiguity was the hardest part. There was no roadmap, no defined
scope, and the surface area was massive—multiple systems, deployment types, and
user personas. A less experienced PM might’ve scoped it narrowly or waited for
more clarity. Instead, I acted.

Anonymous · Answer

The accomplishment that I am most proud of is when my manager asked me to move
to Malaysia to set up a new Factory and the Operations department in Kuala
Lumpur.
It was my job to get all licenses and permits required to allow our factory to
run under the country's regulations. I had to define the different roles needed
like Product, Process, Quality, and Planning engineers. In addition, it was also
my responsibility to manage the transfer of 3 different product lines from China
to Malaysia.
To make that happen, I kicked off the project with the stakeholders to define
the goals, budget, and plan for the opening of the new factory. I defined all
milestones, and I collaborated with HR team to define the total HC needed, the
different roles, the timeline for each incorporation, and the budget. With the
Legal department, I worked closely to get the licenses and permits required for
our company to operate in Malaysia. Together with the Operations team, I worked
on the factory layout, material readiness, staff training, and the assembly
lines transfer plan from China to Malaysia.
After 9 months of deep collaboration with cross-functional teams, I completed
the project on time and within budget. It was a great learning opportunity that
challenged my program management and leadership skills. Finally, the transfer
resulted in a cost down of 5% for our customer in the products transferred to
Malaysia.

Anonymous · Answer

I want to talk about a project to scale our push notifications backend platform.
One day, we were getting paged for replication lags. This was a sign for
database clusters getting pushed to their limit. We double-checked whether this
was a one-off or we are facing a scaling issue. We concluded we were facing an
issue. The problem here was not only we needed to scale up but we sharded our
database just about a year ago with what we thought would be fine for at least 3
years. Instead of just working on scaling the database, we talked to our clients
and saw how much more volume they were demanding and it came to our surprise our
clients were actually looking for 3x the current quota. Instead of just scaling
our database, we decided to look for a longer-term solution.
My role in this project was not only accountable for delivering the project but
also making sure technically the new solution made sense and was not
over-engineered. I was more technically involved than in other projects and
asked a lot of challenging questions while empowering ICs to look for creative
solutions involving re-architecture. I had my team investigate options while I
was talking to my manager about this work. Our clients were asking for 3x the
traffic so that was our goal for this project. We also set a stretch goal of
supporting 5x the traffic if possible. After investigations and talking to
experts, we decided to utilize an auto-scalable cloud component to replace some
of our in-house managed components such as the database and queuing infra.
The project involved some architecture to utilize cloud components. Especially,
our data access pattern made it possible to efficiently utilize DynamoDb with
its autoscalability allowing us to actually meet our stretch goal. We faced some
challenges around hidden limitations that were not documented well but we were
able to overcome those by talking to experts and implementing best practices.
After delivering the project, we talked to our clients again and allocated 3x
quota to teams that were demanding it. One team had a campaign that took 10+
hours to send out but is now sending the whole campaign within 1 hour increasing
user engagement and being able to better target time window to send messages.
We learned from this project that while the cloud provides very interesting
tools and solutions, they don’t magically solve scaling problems. Our experience
and learnings from this project helped us tremendously with our future cloud
migrations.

Anonymous · Answer

The accomplishment I am most proud of in my career as a software developer is
leading the development and successful launch of a comprehensive Order Service
API at my previous company. This project is particularly significant to me due
to the technical challenges we faced, the skills I applied, and the substantial
impact it had on the company’s operations.
At the time, our e-commerce platform was hindered by a monolithic architecture
and outdated order management system, which led to inefficiencies and frequent
system failures. My task was to design and develop a new Order Service API that
could handle order creation, detail fetching, and inventory management, while
also integrating with third-party tools for communications.
I led a small team through the transition from PHP to Go and from a monolithic
architecture to microservices. We employed a modern tech stack, with Go for
backend development and established seamless integrations with services like
Twilio and Mgage for notifications. One of the major challenges was ensuring the
new system integrated smoothly with our existing e-commerce platform and managed
real-time data effectively.
After months of rigorous development, testing, and iterative improvements based
on user feedback, we successfully deployed the API. The new system streamlined
order management, provided real-time order tracking, and automated
communications with customers. It resulted in a 30% reduction in order
processing times and a significant decrease in customer complaints related to
order issues.
This project not only enhanced operational efficiency but also improved overall
customer satisfaction due to more reliable and timely order updates. It was a
profound learning experience that challenged my technical and leadership skills,
and the positive results validated the value of our technological advancements
in solving real business problems.

Anonymous · Answer

The accomplishment I am most proud of in my career as a software developer is
leading the development and successful launch of a comprehensive Order Service
API at my previous company. This project is particularly significant to me due
to the technical challenges we faced, the skills I applied, and the substantial
impact it had on the company’s operations.
At the time, our e-commerce platform was hindered by a monolithic architecture
and outdated order management system, which led to inefficiencies and frequent
system failures. My task was to design and develop a new Order Service API that
could handle order creation, detail fetching, and inventory management, while
also integrating with third-party tools for communications.
I led a small team through the transition from PHP to Go and from a monolithic
architecture to microservices. We employed a modern tech stack, with Go for
backend development and established seamless integrations with services like
Twilio and Mgage for notifications. One of the major challenges was ensuring the
new system integrated smoothly with our existing e-commerce platform and managed
real-time data effectively.
After months of rigorous development, testing, and iterative improvements based
on user feedback, we successfully deployed the API. The new system streamlined
order management, provided real-time order tracking, and automated
communications with customers. It resulted in a 30% reduction in order
processing times and a significant decrease in customer complaints related to
order issues.
This project not only enhanced operational efficiency but also improved overall
customer satisfaction due to more reliable and timely order updates. It was a
profound learning experience that challenged my technical and leadership skills,
and the positive results validated the value of our technological advancements
in solving real business problems.

Anonymous · Answer

The project I am most proud of is developing the PMO Pilot Program for the North
America Transportation (NATS) organization. The NATS org is dedicated to NA
 Transportation Execution which manages the design, speed, and connectivity of
 the network, flow and capacities for carriers, 3P carrier relationships  and
optimization of OB transportation from the Fulfillment Center (FC).  We support
launching new processes and technologies to optimize the  network and execute
creative solutions to accommodate future needs of  North American Customer
Fulfillment (NACF) and transportation. Our products drive physical equipment,
building connectivity, and financial plans. We will leverage scientific models
to develop the backbone of a customer-centric supply chain that is increasingly
accurate, fast, and  cheap. We will work with partners to develop cost- and
 capacity-optimized build plans that seamlessly integrate new business
offerings. Historically, NA Transportation has not had a process for reviewing
 pilots before they are launched. This has led to missed communications  with
key stakeholders, lack of network wide visibility, and unknown  impacts on
network level metrics. The newly established process will  allow for better
visibility, risk assessment, controllership, and  tracking of performance of
proposed pilots throughout the NA Trans org. I was tasked with creating a pilot
tracking program from scratch and built out a highly successful process and
program within the Asana project management software. The pilot program has 4
main components: 1) Pilot intake with white paper and success criteria outlined
with risks to the network, stakeholders, etc. 2) Pilot review with the Pilot
panel made of of NATS leaders and held once a month 3) Pilot tracking if the
pilot is approved 4) post mortem and scaling out to the network if the initial
pilot is successful. The pilot program was launched in Q3 of 2022 and has shown
a 35% cost savings in transportation execution costs stemming from new
innovation programs.

Anonymous · Answer

While I was working on the Fuchsia Team I had to architect and implement test
beds, services and workflows to simulate the upgrade process of the operating
system from Linux to Fuchsia. The manual validation process required a sequence
of button presses to trigger the upgrade process and downloading and installing
the production version of the operating system.
I had to collaborate with the team building the upgrade engine to allow
replacing the upgrade APIs to a testing version. I had to design a new version
of the upgrade APIs to ensure we could validate downgrading, upgrading and
controlling the versions for testing.
I also had to collaborate with the electronic engineers of the team to modify
the smart display devices to programmatically generate the button push events.
This was a very complex workflow that was going to be used to validate the
upgrade process for devices already in production around the world and even
small failures could render the devices unusable.
The test beds, the test upgrade service and multiple rounds of validations and
fixes made the upgrade process a success with more than 99.5% success rate. In
fact it was such a success that nobody noticed it until people found in the news
their devices were already running Fuchsia. I’m really proud that the level of
detail and the hard work replicating the upgrade progress made the infield
migration a success.

Anonymous · Answer

When the company was founded there was a belief that neural networks (DNN) can
solve structured data problems such as regression, classification etc without
needing any feature engineering. So, our platform assumed data would be provided
in a certain way and we could solve any problem using AutoML techniques.
However, with one of the customer we werent seeing really great results and the
customer was disappointed

I took lead on this critical customer account. I stepped in and started working
directly on the account. I used external notebooks to transform the additional
data that was not being used properly and set it up right and the results were
showing up but we couldnt establish pipelines as external notebooks were not
part of the product. I then pitched the idea of creating a feature store to do
data transformations within the product as it was a critical piece. We built
features as required to solve the customer problem on the platform. I was the
first user and the product manager for this feature and we built it feature by
feature, initially we supported only select and where clause, then aggregations,
then joins and so on. Finally we supported full fledged spark SQL. Over time we
evolved it to support more advanced features and also made it a standalone
product.

Anonymous · Answer

A project I’m really proud of is one I built called EZ WORLD. It was a Unity
application where users could generate real-time 3D terrains just by using their
voice. I connected the Unity front-end with a Flask backend and optimized the
system so environments loaded 12% faster. What made me proud wasn’t just the
technical side — it was seeing how people could interact naturally with
technology and get an instant response. It showed me how to combine real-time
systems, cloud services, and user interaction, which I think ties well into
telecom because networks also need to handle latency and reliability in real
time

Anonymous · Answer

A project I am very proud of is creating and implenting the perferred employer
program at my community. In part of creating this program I had to dive deep
into our communites demographcs as well as coming up with a list of employers
that have employees we would like to attract. I focused on large surrounding
businesses like state and medical employees. As part of the PEP program I
offered free application fees as well as a $400 move-in credit. Once I saw what
an impact this made on occupancy. I increased the amount of the resident
referral program to get the employees we attracted through the PEP to start
referring other emplyees to us. The resident referal program went from a flat
$500 referral fee to a tiered program that started at $500, went to $750, then
to a $1000 and for the fourth referral $1500. This increased revenue by around
$200,000/year which is nearly 20%

Anonymous · Answer

I was involved in a project where we have build a statistical model to leverage
the historical data related to meters that print labels and predict the
likelihood of the different issues in the meter so a correct kit can be ordered
to in first attempt to service person visit

Anonymous · Answer

I am particularly proud of the last project achievement. The purpose was to
integrate a translation management tool to handle outsourced translation
request. The tool was very complex and we had to map its items with our datas
and coect the tool with all our applications and integrate all our processes
like translation requests, reinternalization, cacelation, assigments, creation
of purchase orders and invoices....
The project is a total success and is actually used by our stakeholders.

Could you tell me about a project you are very proud of?

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