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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.

At my previous role, I was leading a fraud detection AI model deployment for a financial services client. The model aimed to reduce fraudulent transactions by 25% while maintaining a low false positive rate.

I was confident in the model’s performance in the test environment, but when we deployed it in production, we noticed an unexpected spike in false positives. Transactions flagged as fraudulent were legitimate, causing disruptions for customers and increasing manual review work. To resolve this, I:

1. Investigated the issue by comparing training and production data.

2. Identified data drift—the model was trained on historical data, but recent transaction patterns had changed.

3. Worked with data engineers to implement real-time data monitoring.

4. Retrained the model with up-to-date data and adjusted hyperparameters to improve generalization.

This fix reduced false positives by 25%, improved fraud detection accuracy, and ultimately saved $500M in operational savings across multiple initiatives. This experience taught me the importance of continuous model monitoring and proactively accounting for data drift. Now, I always incorporate data validation pipelines and feedback loops into AI deployments to prevent similar issues.

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 look after our email platform and our existing solution wasn't flexible enough to handle targeted messages at scale. We were missing an opportunity with users to send personalised messages at the right time to help increase engagement. I embarked on a project to implement a new marketing automation software. This project required alignment across our product, data, retail, security and legal teams. I spent time researching the availble tools in the marketing and workshopping requirements with relevant stakeholders, we created an RFP and sent to a number of suppliers. Each round of the RFP I assigned a score to the company and gathered feedback from stakeholders. This ensured the decision making process was fair and we had strong evidence when sharing the business case to senior leadership.

Once we decided on the supplier, I was responsible for implementing the tool which required support across various teams within the business. Implementing something cross-functionally

This is a product which we release recently it would check the recent breaches that happened exploiting certain vulnarability in the recent past and also check the vulnarabilties in the infrastructure and then provide a score based on severity. the higher the severity the higher the chance of getting breached. This was a great hit but two of our customers came back with a specialised request, the wanted to quantify the severity in terms of revenue loss so it would help them prioratize fixes on the infrastructure. This not only required heavy research but also defining the scope as well that where it fits in. The reason it was important to think about this feature because it was a big contract and our company wanted close it before the end of Q2. I had a planning sessions with the stake holders and product team, we defined the scope of the feature and then communicated with the customer and got all the buy ins, there had to be some repriorization required to imediatle start working on the project, I had a chat with my team and transperantly explained why this was such a high priority for the company and how it aligns with the company goals. This gave boosted their morale and also they saw the advantages of adding this feature and the moral was high.

I look after our email platform and our existing solution wasn't flexible enough to handle targeted messages at scale. We were missing an opportunity with users to send personalised messages at the right time to help increase engagement. I embarked on a project to implement a new marketing automation software. This project required alignment across our product, data, retail, security and legal teams. I spent time researching the availble tools in the marketing and workshopping requirements with relevant stakeholders, we created an RFP and sent to a number of suppliers. Each round of the RFP I assigned a score to the company and gathered feedback from stakeholders. This ensured the decision making process was fair and we had strong evidence when sharing the business case to senior leadership.

Once we decided on the supplier, I was responsible for implementing the tool which required support across various teams within the business. Implementing something cross-functionally