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To clarify, we are planning to introduce a bike fleet to facilitate in campus transportation? So the target audience is college students mainly, secondly faculty and staff, and third maybe visitors. Are we going to allow taking bikes out of campus? I am assuming the latter is not allowed so we are mainly targeting students who don't come to campus with their bikes. the pain points we are trying to address is transportation within a campus, which can become challenging especially if you have time constraints like having consecutive classes on two opposite ends of a big campus. even if you have a bike, parking your bike and storing it safely can be a concern. are we going to charge for this service or will this be a free service? if I am allowed to choose, I will propose that it is a free service for short durations but a paid service for long durations (if you check out a bike longer than an hour let's say). i would like to focus on the use case of making it to my next class which is at the other end of the campus within 10 minutes. if I think about the user journey, after I get out of my class I have to locate a free bike, go to the bike, check it out, bike to a drop off location close to my next class and drop the bike. I think this experience can be facilitated to a great extent with a digital, mobile app that keeps track of the bike fleet.  first off I want to be able to locate a free bike near me, I can do that from my phone app and when I see one available maybe I can claim / or reserve it. then I can get the fastest walking path on my phone. once I get to it, i can unlock the bike using my app. then I can locate the drop of location using the map. after drop off, I can release the bike and leave it locked. the app can track of duration, warn me when i will be charged. maybe there are price options for longer term rentals for when I want to take the bike home for that day. i thought of facial recognition option for the bike unlock and lock steps but i abandoned that idea for privacy and practicality reasons.

I was working on the large scale entrprise wide program that included multiple teams and stakeholders .During the initial phase of the program on discussion with Business stakeholders , Product Management team , PO , Tech SME to determine the scope of program , prioritization & aligning on the business objectives  and tech objectives there was multiple discussion and it was tough to get the agreement due to multiple people having conflicting agenda and need .  I received the feedback that there was lot of time being wasted and people are not aligning on the subject . This led me to reflect back and breakdown the work and structure of how we were approaching  the topics to be discussed & limiting to the required audience and building a steering committee that will be a small set of devision makers representing from business stakeholders , Product management , Technology team additional I also prepped the teams offline on the discussion topics and things they need to come prepared so that our meeting agenda is clear an we can effectively discuss and prioritize on the scope due to the initial prep work done offline . This helped me in always being open for feedback and being adaptive to the ongoing situation and doing initial ground work so that there is clear and effective communication transparency

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.

My philoshipy to build a high perfomance team is to create a bottoms up culture. By empowring my team members the autonomy of solving the customer problem which they deem fit at scale, they not only grow but also innovate on things if they don't like the status quo.

For e.g. At Auctane, one of my team members was not satisfied with the approach proposed for doing a sync of data from Microservices to monolith. He did a deep dive on how this can be improved, he proposed Kafka as a best fit stack we can use. I encouraged him to do a POC, come up with pros and cons. Then I set up a meeting with my director and did a POC, I talked about potential impact was not just for our team but could be implemented org wide as well. 

We implemented this new technology on the project he was working on, documenting all the learnings he discovred and released to prod. Once we were satisfied that it works for us, I arranged for a show/tell session for other engineeries who had to solve a similar issue, this developer gave a techtalk on how it was implemented, challenges we faced etc. Other teams adopted this tech as well. The result of this was that as an Org. we could save close to 15% of dev cycle by standardizing and implementing a new tech. My employee also took this opportunity to learn and grow at the same time.