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i was head of events in a student activity called aces and it was a magnificent experience as i gathered a team wich i chose by myself and my partner as they all were hardworkers and creative thinkers of course we had some trouble with them as some of them were being lazy about doing there tasks or procranstinating but we were able to motivate them each time so they would give their best

In my previous role, I led a team to launch a new kit. The team included individuals from product support, segment marketing, sales, and customer support, and we were tasked with launch the product to market within a specific time frame to address a rising demand.

We faced the challenge of managing tight deadlines and aligning cross-functional teams with diverse priorities. To address this, I ensured that everyone understood the key objectives and customer needs, fostering collaboration and creating a detailed project roadmap. I set clear milestones and facilitated regular check-ins to ensure we were on track.

One of the biggest hurdles was getting buy-in from the sales team on the new product's value proposition. I worked directly with sales leaders to develop tailored sales tools and training materials, ensuring the team could effectively communicate the product’s benefits to customers.

By maintaining a clear focus on customer needs and empowering the team to collaborate effectively, we launched the product on time, surpassing adoption targets by 15% in the first quarter. This experience reinforced the importance of strategic planning, transparent communication, and making customer satisfaction a central part of the team’s mission.

There was a quality issue in the field with one of our parts. Quality team was leading the effort to root cause the issue and find a fix. Quality was able to root cause and identify the issue and implement the necessary solution which involved a process change. Anytime a process change is made, we have to make proper documentation no matter how small. Quality was insisting that since change was so small it didn't need to be documented. I disagreed and stated that any change must have proper documentation as it provides traceability and establishes responsibility for the fix and reason. I created the necessary documents to track the change and closed out the issue. There was never a request for the document to be shown but it is always better to be have it if ever needed.

I use transparent multi layer framework
Alignment on N% percent rule for each category of features. For ex 30% for user centric, 30% for Product stability and 40% for engineering focused.
Tieing these features to business outcome and product vision that would like to achieve.
Impact vs effort vs risk mitigated like security privacy accessibility.
Deal breaker or proposed by key stakeholder
Customer insights feedback

MVP for Maintenance module where all maintenance work was tracked for the vessels. While it was lift and shift but challenge was identifying the gaps and prioritizing correct features to provide MVP. For example, I brainstormed certain features like equipment maintenance, work orders, were most important than some reports.. I also realized that some authentications, system preferences were also missing which holds highest importance. There was also a feature where it would automatically tell which maintenance work is upcoming. I developed a report of my findings and came up with high impacted features that were missing. The effort was estimated, and high impact low effort took first seat in the roadmap followed by high effort features. Early Adopter mechanism

Result: There was 80% parity achieved w.r.t. legacy system for high impact features and 30% of targeted adoption was achieved for Maintenance module.