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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

Situation: I had a situation where I had hired a candidate in one of my teams based on the interview feedback provided by the panel. It was a thorough evaluation of technical and cultural fit assessment. Based on the feedback I approved hiring this candidate. After few weeks of training, when it came to a point where my leads were assigning tasks to this individual, he was not performing to the extent we believed he would during the interview.

Task: My role was to find out the reason for this discrepancy in performance. I came up with open mind to really understand the issues and set expectations as the leader of the organization. Also, I volunteered to speak with him because I did not directly interview him during his interviews which would give me an opportunity to evaluate whats going on with the fresh state of mind without a Bias

Action: I set up a meeting to understand his situation with the intention to him out and also to seek feedback and make sure that the environment set up was open and set up for success. He initially showed lot of interest and started giving some excuses stating that he was not comfortable with the technology, teams and mainly struggling to get acclimatized with PayPal ecosystem. So, I tried to coach him by sharing the relevant context, documents and pointing him to the right POC. After about 2 to 3 weeks, I still could not find improvement in his performance and my leads were complaining of his availability, engagement and enthusiasm. I then spoke with HR to subject him to the internal performance improvement process. Since this process is rigorous, we found out that he was moonlighting and was not available fully at work. I then worked with HR to go through the process to terminate this person.

Result - I could see that the team was not overburdened with things that they has to support and we were able to backfill a candidate in place of this person who jelled very well with the team.

I graduated in May 2024 and recently wrapped up my role at Bright Mind Enrichment. It was a great experience, and I stayed through my agreed-upon commitment.  At this point, I’m looking for a full-time opportunity that offers deeper ownership, long-term growth, and technical mentorship—especially in a full-stack environment like Atlassian’s.

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.

When buildling the next generation instance, during the planning phase I budget the amount of servers we will launch the product with. Given each server cost was over 2 million dollar I biased to towards frugality and provided a bare minimum number of server we could launch with. But what I completely missed was during the developement some servers will end up in bad state and the engineering team will short of servers to test the software and firmware getting built which made meeting the project timeline riskly and heavily dependent on delivery schedules of servers and them staying healthy. This quickly became a bottleneck that I realized. I quickly put togther a plan to request adittional server and provide a detailed breakdown on where and how these would be used during and after developement. Synced with the hardware and ODM team and executives to get a approval and ordered the parts to get the servers and racks build at ODM. 

Have a curious mind and approach with understanding. Talk to the person 1x1, see what's up and go from there.