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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.

• Self-Motivated: I thrive on challenges and take initiative to learn and grow without external prompts.
• Passion for Exploration: I love exploring new places, immersing myself in diverse environments, and gaining fresh perspectives.
• People-Centric: I enjoy engaging with new people, building connections, and exchanging ideas.
• Mentorship: Mentoring others is something I genuinely enjoy, as it allows me to share knowledge and help others grow.
• Appreciation for Art and Culture: I have a deep love for art, culture, music, and world cinema, which enriches my creativity and worldview.
• Cooking Enthusiast: I love experimenting in the kitchen and trying out new dishes, blending culinary skills with creativity.

I would talk to him 1:1 and mention that I have noticed that and would like to know if there is any reason. 

if the coworker has no reason I would explain the disadv of arriving late and Ala him to be on time 

I recently took over a team from a different tribe, my approach was to observe what the team was doing and how I could best help them. 

One of the observations was that a team member was not contributing as much as was expected and ultimately was underperforming. I raised this with the previous line manager and he validated my concerns and said that he will likely get another developing in performance review and be put on a PIP. 

After some initial conversation with the individual, discussing what I've observed and how his not meeting expectations, I was pretty sure, this person was checked out and was likely heading for a difficult performance review

However, after some further discussion and people a relationship with that individual, they opened up and start to share their difficulties they were having. This then allowed me reach out the necessary teams to get them the support they needed. 

Utlimately, they proved me wrong, as due the the hard work with both put in, his on track for a good performance review 

I

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.

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 try to understand their point of view and be open to new ideas. If I listen without being defensive I know  the other party will also listen. That way we can take the best idea from both and come up with great solution.

l, I initially built automation scripts for trade reconciliations and reporting using standalone Python and UNIX-based cron jobs. These worked well for smaller data volumes, but as our operations scaled across global teams in London, Hong Kong, and the Bahamas, performance and maintainability became a bottleneck.

I realized I needed to adapt my workflow to better support large-scale, distributed processes. So, I changed how I worked by migrating critical pipelines from PostgreSQL and flat scripts into a more robust ETL framework using Databricks and Delta Lake. I restructured batch processes into streaming jobs and modularized the Python code to be production-grade. I also started using Kafka and Kubernetes to improve system reliability and orchestration.