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I stand out because I combine operational depth with a transformation-focused mindset. At Mercer, I didn’t just manage benefit renewals—I identified inefficiencies and built solutions, like a global provider template that boosted data accuracy from 50% to 95%.

I also simplified complex reporting processes, saving over 15 hours per client while improving quality. What differentiates me is that I don’t wait for problems to escalate—I proactively redesign processes, engage stakeholders, and deliver scalable outcomes.

That mindset of continuous improvement and strategic thinking is what helps me make a lasting impact.

I once analyzed a massive dataset of user interactions on a social platform to identify engagement trends. By processing millions of posts and comments, I found that short, visual content posted during evening hours had 30% higher engagement rates. This led to recommendations for optimizing posting schedules and content formats.

I would separate the vending machine into different components: display for product selection. Storage for keeping the inventory of the products to sell. Delivery mechanism to hand out the products and the payments interface. I would include elements to adjust the user interface to the client. For example the customer can be a child, an adult or a person with disabilities. I would place sensors to detect the customer height and adjust the user interface height. The vending machine will be connected to services sending events when a product is getting low in inventory. The payments component would be able to process different payment types. And the delivery mechanism would select a product from inventory and deliver it to the client. The products will be shown as picture in a display rather than directly shown the product through a crystal that way the inventory can be managed efficiently without having to care for the display of the products.

In the Meraki integration project, the supply chain process required significant optimization of the entire flow. To achieve this, most of the shipping-related process needed to be modified. However, the team lacked sufficient time to complete the work because the planned use of an adapter did not work, requiring me to redesign the flow.

With limited time remaining before system integration testing (SIT), the cross-functional teams and other tracks were ready to test their code, and management was unwilling to postpone SIT and Cycle 1 testing. Since there was an additional round of SIT and Cycle 2 testing planned, I decided to proceed with the changes that the team had already completed. We migrated the completed code to the test instance and communicated that only Phase 1 of the changes would be released initially, while the remaining changes would be delivered during Cycle 2 testing.

I ensured the Phase 1 delivery was designed to avoid impacting the end-to-end flow, allowing the other teams to proceed with testing their portions of the code. This approach ensured that other teams' deadlines were not affected. I also informed the cross-functional teams that the OTM and GTM changes were completed, and the remaining shipping-related code optimization would be delivered before Cycle 2 testing, along with the next round of SIT.

By taking this approach, I ensured that complete testing was not impacted and that the project stayed on track.

Due to a scheduled power outage, we lost our 4C sample fridge and didn't know until the next morning around 7:00 AM. The only thing we knew was that everything in it needed to be removed, facilities needed to be called, and that everyone needed to be told what was going on. Being the only one around at the time, I had to prioritize recruiting facilities help, how to efficiently move the samples, and communicate with the team the situation while they came into work. So, I first told my PI and Lab manager about the situation and, at the same time, delegated a task to the first graduate student I saw to call facilities while I assessed alternatives for sample storage. Thankfully, we had a group 4C fridge available to us across the hall and so I gathered all of the available styrofoam containers from our lab space and stacked/organized the shelves by box to maintain organization. As more members of the team came in, I was able to direct them to the available storage and organization tools which freed me up to discuss troubleshooting with the facilities team when they came in. Because of my quick action, we salvaged several important samples for graduate students that would go on to help them in their dissertation defense and also got some necessary cleaning done as members evaluated their things.

I am going to make an assumption that the MVP for this product has already been defined, and that it supports our company's mission and strategy.

Before launching I would identify the key North Star metric that we can use to measure success. I would also define 3-4 other supporting metrics that provide additional data for evaluating performance. I would also define contra-metrics which would indicate when we have a problem or adverse impacts in some other area of our business.

I would also define our initial launch group. I would define a population in our core market target so that we can quickly iterate toward product-market fit. I would also include a small population that's adjacent to our target user so we might discover unique insights from that group.

I would try to launch with a minumum set of features. This allows us to save development costs until we have feedback from our metrics and can iterate. I would be sure that the product was built with flexibility and the right instrumentation to enable future iteration and learning.

I'd develop a rollout plan starting with a small number, and establish gates to evaluate performance before we roll to a wider set of users. This helps contain operational, execution and reputation risk in case of any unforseen mishaps. 

Before making the new product live, I would ensure that we have mechanisms in place to support customers and capture feedback. These processes can be lightweight until we are sure we have achieved product-market fit before making them more robust and scaling up our offering.

Finally, I'd be sure to socialize our product widely with our internal stakeholders, and provide them regular updates on our successes and learnings.