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One project i'm proud of is my internship project which was a full stack project where i had the chance to create a prototype of a template manager , storing the data into a cassandra database, alongside using springboot and java to work on the module structure and life of the project, I then used js and react for UI. This prototype was then deployed and is now being used by internal payment team at jpmc, instead of going to search every resource, i store all the templates in one template manager and they can know just search the nav bar and get the exact template they need. I'm proud of this project not only because it was my first real project using the new languages and frameworks i was learning during internship but it also gave me the confidence of knowing and seeing that I can do this even though i dont have a degree in this field!

我会主动和组内的成员进行沟通，遇到风险或者问题及时上报，同时我也会考虑是否有我可以帮的上组内工作的方面

在我刚加入我们团队对产品移动端重构的过程中，我发现大家在移动端设备的调试上不够熟悉，团队选择使用的是chrome的模拟工具，但是在不同设备的兼容问题的解决上效率很低。发现了这个问题之后，我向组内的资深工程师咨询，掌握了我们的项目的构建和调试方案，通过提供fiddler，charles脚本和文档的形式，分享给整个组一套切实有效的移动端调试方案，提升了组内的mobile debug效率。之后，团队变得更信任我，在我做为新人的情况下，主动让我负责了更复杂的项目。

S: new TPM joined the org and onboarded onto the ML initiatives program, she was struggling with the details & nuances of the program. Her planning deliverables were not comprehensive & timely. 

A: setup a 1:1 sync with her and understand her challenges

she did not have any ML background:

specifically struggled w. identifying the key risks & dependencies, mainly around ML setup

as a Sr. TPM I realized the need to offer support & mentorship

partnered up with her on deep diving into her workstreams

helped her define right success metrics, identify risks & dependencies

helped setup the initial 

I realized the need for closer collaboration between TPMs:

instituted the buddy system, partnering new TPMs w. tenured folks

setup cross program KT sessions - all TPMs have knowledge of other’s programs

setup shared knowledge base - common artifacts, common programs & challenges, stakeholders

R: new TPM quickly ramped up on program, new onboarding process helped other TPMs & formed a TPM community

I can currently think of 3 ways I can them this question. First, I can ask them to choose between the two and them probe them further on why did they prefer one over the other. Another way, I can ask them is by creating scenarios, eg, if you had to buy an AC would you prefer to buy it using an EMI card or a credit card and why? The third option I can think of is, ask them to rate the two products on various parameters like usability, comprehension and then ask them why did they rate another more.

So for my current role we move in a very fast paced environment, and we brainstorm new ideas everyday on how to make our workflow more efficient and more reliable, which can definitely get overwhelming over time. So I would first assess projects' urgency and impact, and then for each project, I break it down into small milestones. After that I track them on project management tools like Jira to ensure I allocate my time effectively and communicate proactively with stakeholders

I was managing organization wide restructuring program where goal was to map all resources with their delivery accounts to keep a track of account’s PnL and manage capability as cost centre. We also intended to design KRA and KPIs for each individual level to make our Performance Assessment data driven and transparent. This was a big change at employee level at professional and emotional level too. It meant changes in their reporting structures, extra reporting and performance management by all managers, clear KPIs alignment and selection.

Planning Level: We identified all the major business account heads, capability and other function head and organized a communication platform to make them aware and comfortable with the changes. We undertook their inputs on pros and cons and some caution to be exercised

Execution Level: We started executing these changes with L0 level employees and moved up to leadership team. Along the way we encountered some risks and outlier conditions to be managed.

Communication Strategy: We worked with all business and functional heads on our communication strategy to reach out to all the employees. Head multiple events and workshops to discuss the changes.

Data Platform changes: Evaluated all the data platform changes required and planned a phased out approach to bring those changes in the system as well.

However, when we were about to reach closure of this program, I realized that I have made a big mistake of readiness of our existing platforms to support all the changes required and existing data integrity. It really took a toll on everyone involved to clear up data accuracy before the changes could be introduced.

I achieved the goal that I set in the beginning of my current job and I'd like to take new challenges.

I adapt my communication style based on audience and context. With cross-functional teams, I focus on clarity and structure — breaking down priorities, using frameworks or visuals, and encouraging discussion to surface risks early. With executives, I shift to concise, outcome-driven updates that highlight impact, trade-offs, and key decisions.

I also flex for individual styles: some people respond best to direct, bullet-point communication, while others need more narrative to understand the ‘why.’ I read those cues and adjust so the message resonates.

At a senior level, I see communication as a leadership tool. It’s not just about transferring information — it’s about alignment, influence, and building trust so that the team can move quickly and confidently toward the goal.

With a major product launch on the horizon, expecting to triple the user load. The infrastructure was non-optimized for demand and incident response was non-harmonious across teams with no set process.

As the SRE Manager, I'd have to implement project changes to infrastructure to accommodate high availability and scalability. I discovered a long-standing issue surrounding incident response and observability that would make it all the more difficult to achieve reliability under pressure and peak traffic.

Therefore, instead of fulfilling the project requirements as presented, I became an advocate for change across the organization. I established an observability platform with 100% stack coverage, created custom SLOs/SLIs/error budgets to enhance performance and reliability visibility, drafted and socialized an incident management playbook across the company and held hands-on trainings for all respective teams. In addition, I advocated for Terraform for Infrastructure as Code to help with deployment time and held FinOps reviews to help eliminate redundant costs in cloud spend.

As a result, we did not only survive the 3X traffic upon product launch with zero critical incidents, but we also achieved 15% saves the following years in cloud costs and 40% faster deployments. Many of the processes I created were adopted as company-wide best practices.