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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 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 

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First step is to generate an inspiring Job Requisition. I work with team members to review the requisition to ensure the team is aware of the requisition and understand that we have an opening so they might share with their network. I get the requisition approved and share with our corporate sourcers. Then I socialize the requisition with my network both internally and externally with linkedIn etc. When we get resumes I invite the team to participate in the interview loops even if its only shadowing to give them experience with interviewing.

I was working on a high stake project with very high visibility from my senior management.

Me and my manager were thinking of can we leverage the quality of the development using help from QA team. He wanted to keep the QA team separate. His point of view was that a separate team would keep clear focus for the team and they would focus on finding more customer facing bugs. I thought that we should have QA embedded in the scrum team as that would help in easier collaboration and quicker bug fixes plus this is a more efficient way. Though I understood his point of view I always believed that in QA embedded inside the scrum team. I went back had a thought to measure the merits and demerits of the proposals. I put down in a slide the merits and demerits of each. Merit from having a separate team, clear focus and better filtering of quality, demerits less collaboration with development team. I then proposed that the QA engineers attend the calls of dev teams but keep a separate QA board for their tasks. This will give clarity of what bugs they find, what test scenarios they create and finally the metrics to measure the bugs reported per development. My boss and I both agreed as it solved the problems of each proposals

I would start by having a private conversation with that person, asking them why openly, trying to understand the reason, as there is often a valid reason, and then I would help that person explore ways to remove that impediment. If there was no valid reason, I would remind them about the importance of being on time to not waste the rest of the team's time, and as a sign of respect to them.

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

It can cause overfitting. With many layers, model tend to memorize data instead of recognizing general patterns. When predicting testing dataset, it will be more sensitive to outliers. Additionally, It can be computational expensive, it needs more memory and space with more layers, resulting in operation costs. It will be hard to interpret and debugging.