Describe a time when you faced a challenge when you were in public.

Application performance degraded, no alerts from application side and Incident management found that issue at application side after 45 minutes. So there is challenge why this not identified.

I once led a restructuring initiative aimed at aligning resources with delivery accounts and redesigning KPIs. While the planning and communication strategy were solid, I overlooked whether our data platforms could support the new changes. Just before rollout, I discovered serious data integrity issues. This setback required a major clean-up effort across teams, but we corrected course by prioritizing platform readiness and enhancing our validation processes for future initiatives.

At Auctane, when during the re-architecture presentation I presented that we should be using ElasticSearch for advanced search and reporting features - a Sr. Manager from another team challenged this choice and said that it cannot serve, the company had tried to host and operate in our Data center before and failed - I had this data and presented that facts - I told that ELK cluster can scale horizontally and since this time we would be using AWS managed Elastic Search operations would reduce for our team. By preparing for this meeting and having some prior knowledege did help me answer this question and gain trust by the larger team.

I am in charge of Financial resource planning tool for org of about 400 people. The planning is managed by about 20 managers that need to provide forecast. Half of these managers were new to the resource planning. I organized training session for them.

Right at the beginning of the session, one manager Z who was using tool for several years started to criticizing the technology of the tool and use of Excel as input method. While his ideas were good, that was training session for the new users and not right forum to bring up feature requests. With few strong words, Z made the situation tense and put new managers in uncomfortable situation.

My task was two fold: Train the new managers so that org can get correct forecast for 2025 and address Z's concerns.

I acknowledged that Z is driven by desire to make tool more effective. I texted him on Slack asking to take this offline. I also suggested that we meet and define path forward.

I asked Z to allow me to proceed with the training. I acknowledged that features asked by Z are good and will really help to managers with large teams. While Z had over 30 people in his team most of new managers had 3 -5 people. I ensured that they would be able to use existing tool. I offered them instant support should they have any questions or get stuck. That allowed to proceed with the training and shift the focus from missing feature to taks at hand.

I saw Z in the office a few days after the training. I brought up the subject and offered to put in JIRA tickets to manage the work, assigned my team member to support his request, and routed feature request through triage process.

As result we were able to support 2025 resource planning, proceed with the training, and strengthen relationships with my peer manager from sister org(Z)

במסגרת בחינה מחודשת של חווית הלקוח באפליקציה שאני מנהלת, ביצענו פרויקט טאץ אפ לאפליקציה והגדרנו מחדש את עיצוב המסכים, הניווט בין המסכים וקידום המכירות באפליקציה.

לאחר שסיימנו לבצע את השינויים, לאחר שבחנו אותם מול הלקוחות, הצגנו אותם לחבר ההנהלה האחראי על הפעילות ובסיום ההצגה, הוא שאל אותי מה דעתי. הבעיה הייתה שהיה משהו מרכזי שהיה חסר בתכנון החדש מבחינתי אבל ידעתי שהמנהלת הישירה שלי לא מעוניינת לקדם אותו. בחרתי ללכת עם האמת המקצועית שלי ולציין בפני חבר ההנהלה שהפתרון הוא פתרון טוב ונכון אבל לוקה בחסר והצעתי את התוספת שלדעתי הייתה יכולה להיות game changer וזאת למרות שידעתי שהמנהלת שלי לא תהיה מרוצה. חבר ההנהלה התחבר למה שהצגתי והמנהלת שלי לאחר מכן קיבלה את הפתרון, מבלי לציין שקודם היא התנגדה שלו. זו הייתה סיטואציה מאתגרת אבל חשובה כדי להבין שתמיד צריך לשקף את דעתך הכנה והאמת מוצרית שלך, גם אם לא תמיד דעתך מתקבלת. 

My team was working on a project that involved sending and receiving emails. I was invited to a meeting with many other team members and leaders were participating in to identify the malicious email leaks that were reported by the cloud provider to be addressed. The lead who is managing the situation openly called out me and inquired about email leaks. Although, that made me a bit uncomfortable, I have explained providing few technical details as to how it could to be an issue generated by the application that is in development by my team. After reviewing logs the lead has acknowledged that the issue is not related to the application I am helping to build.

There was one interface which I used to look after and support it but there was one escalation affected finance for millions and none of us were aware of that...the interface had to be looked by cross functional teams but the entire blame came upon our team as it was the starting point of the flow and my seniors were pushing it on me but I apologised to them and asked for some time so that I get to the cause of the issue and with further investigation I came put out the actual cause in front of everyone which was that the batch was failing at the . middleware part which was supposed to be looked by another team. This was the first time I was challenged in the live meeting and was asked for an explanation...although it made me very nervous but with time and proper analysis I managed the situation to my best

I didn't remember that I was been in this situation but if you  accept the occasion when I was child the teacher give us me and some other colleagues a dialogue and asked us to do its like a theatre and I was very excited about the prospect it was in the party of the end of schoolar year every body looked at us the children's parents, teachers, the boss of school and I presented my character very well I had confidence on me because I was excellent in my studies  and when we had finish every body clack hands on us it was a wonderful day