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MVP for Maintenance module where all maintenance work was tracked for the vessels. While it was lift and shift but challenge was identifying the gaps and prioritizing correct features to provide MVP. For example, I brainstormed certain features like equipment maintenance, work orders, were most important than some reports.. I also realized that some authentications, system preferences were also missing which holds highest importance. There was also a feature where it would automatically tell which maintenance work is upcoming. I developed a report of my findings and came up with high impacted features that were missing. The effort was estimated, and high impact low effort took first seat in the roadmap followed by high effort features. Early Adopter mechanism

Result: There was 80% parity achieved w.r.t. legacy system for high impact features and 30% of targeted adoption was achieved for Maintenance module.

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.

i think about my audience and what i want them to learn from the conversation so we can arrive at the right co-constructed decision. tha tmeans i communicate in the tone thats strongest for me, first, then adapted in voice for my particular colleagues. im consistent, but then meet them where they are or in the way theyre most likely to engage.

At Auctane, I had a senior dev working on tech debt, this was critical for some small segment of customers and my PM was looking forward to it being devliered. A churn happend on other team and they had a higher priority project. That EM approaced me to help him deliver the project. I had to reshffle the resource and had to push back on the timing for this tech debt project . The compramise I made was to put hold the project we had been working and convince my PM that this was most optimal approach for the company.