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Work backwards from Customer, if this will impact the 100% of the customers then it is a no-go. I will call a Go/NoGo meeting clearly document the late breaking bug and its impact to our customers. At xyz we followed the following process:

a) First before going to production, do a stage deployment and do an end-end testing

b) If the bug is discovered during Stage, have a go-nogo meeting and state the imapct and vote for no-go, get an estimate from the team for the fix and state that the leadership in the meeting

c) To reduce the blast radius - do a staged release and make sure that Customer impact is minimu

d) Do a post mortem on what went wrong and how it was not caught during dev/test phase and ensure that this does not repeat

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.

Success could be measured in multiple different factors. An engineer or a resource would be performing very well in the team, stupendous technically but their relationship with the team should also be desirable. They should be open to collaborate, have good relationship, trust with the team, help cross functional team for collaborating with multiple business teams. Should be able to understand the problem providing right solution at right time, mentoring others in the team and always posses the ability to communicate with at most clarity. 

All of this is a 360 degree feedback that one could be considered successful working in an organisation.

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 was laid off from my first job just four months after joining due to budget constraints. This was a major setback for me as I had just started my career. Around the same time, my father suffered a heart attack, which required me to stay at home and take care of him while he was on bed rest for several months. The combination of losing my job and dealing with a family emergency left me feeling devastated, and I struggled to apply for new roles.

Action:

Despite these challenges, I remained determined to grow in my career. While caring for my father, I focused on upskilling myself:

• I attended mentor sessions on ADPList to gain industry insights.

• I reached out to experienced designers on LinkedIn for portfolio reviews and feedback.

• I enrolled in courses through Interaction Design Foundation (IxDF) to expand my knowledge.

• I continuously improved my portfolio and resume, incorporating the feedback I received.

I also actively networked with professionals, which helped me regain confidence and visibility in the industry.

Result:

My persistence paid off. Where I once struggled to pass resume screenings, I started receiving recruiter calls consistently. In fact, this very interview happened because I proactively connected with a senior designer, shared my portfolio, and received a referral for this role. This experience not only strengthened my portfolio and skills but also taught me the power of perseverance, networking, and continuous learning.

When I enter a project with stakeholders who have different opinions, I first focus on understanding their perspectives and the underlying reasons for their views. I make sure to listen actively and ask clarifying questions to fully grasp their objectives and concerns.

For example, during a product launch, I had stakeholders from sales who wanted to push the launch date forward to capitalize on a market opportunity, while the R&D team was concerned about product readiness. To resolve this, I gathered market research data showing the potential revenue increase if we met the original timeline, and I also worked closely with R&D to understand their concerns about product quality. Although there were some objections, I presented a compromise that would allow us to meet the market demand by focusing on a phased rollout. I used financial projections to show that an earlier launch would indeed bring a strong return, while also addressing the R&D team's concerns by proposing additional quality assurance checks before full-scale distribution. This data-driven approach helped us reach a consensus, allowing the launch to happen on time while maintaining product integrity.

Throughout the project, I kept everyone updated with regular communications and used metrics to track our progress against goals. This transparency helped maintain alignment, even when issues arose, and allowed us to quickly address concerns and stay on track.