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i think about my audience and what i want them to learn from the conversation so we can arrive at the right co-constructed decision. tha tmeans i communicate in the tone thats strongest for me, first, then adapted in voice for my particular colleagues. im consistent, but then meet them where they are or in the way theyre most likely to engage.

I’m my current role, during a core-team meeting I noticed conflicts between 2 team members, the MM and the EE. They were debating about why to include one component in the official BOM and discarding another one.

To understand their perspectives, I spoke with them separately in a friendly environment. The MM was frustrated because the EE didn’t provide any data or argument to discard the component that the MM suggested. This component had the same performance, was pin to pin compatible, and cheaper. On the other hand the EE explained he had bad experiences in the past with the component suggested by the MM and he refused to validate and qualify it to do not waste his time.

So… After being clear about the situation, I brought them together for a discussion and I emphasize to focus on the issue, not in personal discrepancies. Do, during the meeting, I encouraged both to consider the Project requirements, customers need and I worked with them brainstorming session.

Then, they agreed to meet with other stakeholders to get their inputs about these 2 components, they commit on a validation plan including both components. The one suggested by the EE as POR and the one suggested by the MM as alternate. They also agree to allocate 60% of the mass production volume to the EE component and 40% to the component suggested by the MM.

From my side, to ensure progress, I scheduled follow-up meetings with them to monitor their collaboration and for sure, I offered my support. Finally, both components are currently part of the product official BOM and these 2 guys improved their working relationship and communication.

I see myself working at the intersection of engineering and quantitative finance ideally at a hedge fund such as Two Sigma. My past experiences at Harvard Medical School and internships at MITRE/rapStudy have given me an interest in creating scalable systems that are high performant and capable of ingesting large amounts of data for model development and research.  I strongly believe Two Sigma is the perfect place for me to work on these highly technical projects. Additionally, I also look forward to the prospect of entering leadership roles during my career, where I can play a more impactful role in prioritizing cultivation of engineering talent and projects in fields such as low-latency and data engineering.

I have more than a decade experience working as customer success engineer in which I tried my best to solve a customers problem. During this course I have interacted with several product engineering and product managers and worked very closely with them. I aspired to be a product manager because I wanted to solve a customers problem even before they realized it by understanding their use case, feature requirement, motivation to use a product. I found this role to be very challenging and exciting as I have to think more like a customer than an engineer trying to solve a problem, identify their persona and how I can ease their day to day job. So when I eventually got an opportunity in my past organization to work as a product manager I took it.

With a major product launch on the horizon, expecting to triple the user load. The infrastructure was non-optimized for demand and incident response was non-harmonious across teams with no set process.

As the SRE Manager, I'd have to implement project changes to infrastructure to accommodate high availability and scalability. I discovered a long-standing issue surrounding incident response and observability that would make it all the more difficult to achieve reliability under pressure and peak traffic.

Therefore, instead of fulfilling the project requirements as presented, I became an advocate for change across the organization. I established an observability platform with 100% stack coverage, created custom SLOs/SLIs/error budgets to enhance performance and reliability visibility, drafted and socialized an incident management playbook across the company and held hands-on trainings for all respective teams. In addition, I advocated for Terraform for Infrastructure as Code to help with deployment time and held FinOps reviews to help eliminate redundant costs in cloud spend.

As a result, we did not only survive the 3X traffic upon product launch with zero critical incidents, but we also achieved 15% saves the following years in cloud costs and 40% faster deployments. Many of the processes I created were adopted as company-wide best practices.

我会主动和组内的成员进行沟通，遇到风险或者问题及时上报，同时我也会考虑是否有我可以帮的上组内工作的方面

在我刚加入我们团队对产品移动端重构的过程中，我发现大家在移动端设备的调试上不够熟悉，团队选择使用的是chrome的模拟工具，但是在不同设备的兼容问题的解决上效率很低。发现了这个问题之后，我向组内的资深工程师咨询，掌握了我们的项目的构建和调试方案，通过提供fiddler，charles脚本和文档的形式，分享给整个组一套切实有效的移动端调试方案，提升了组内的mobile debug效率。之后，团队变得更信任我，在我做为新人的情况下，主动让我负责了更复杂的项目。

At Auctane, I had a senior dev working on tech debt, this was critical for some small segment of customers and my PM was looking forward to it being devliered. A churn happend on other team and they had a higher priority project. That EM approaced me to help him deliver the project. I had to reshffle the resource and had to push back on the timing for this tech debt project . The compramise I made was to put hold the project we had been working and convince my PM that this was most optimal approach for the company.