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At my current job one of our biggest customer raised the  issue they were facing in our notification service. The issue was they were not receiving any notifications from our system on their new infrastructure. Their production infra was working fine.

I reviewed their configuration and everything was looking fine at the same time we hadn't done any changes to on our end which could cause this issue. Since their contract was up for renewal the issue, we needed quick resolution. I setup a live debugging session with customer to understand the issue in detail and their new infrastructure. After the first call it was clear that the issue was happening during https handshake or at network layer. To keep the momentum going I setup recurring call with with them and assured them that we are treating this as a high priority. On the next call I involved our security expert and SRE team for further debugging. However the issue not futher progress was made, at this point I insisted SRE team that we contact Azure support to understand if there is any issue at the tcp layer. Azure team looked at the turned on debug logs and found that our network was default MTU (maximum transmission unit) was higher than customers network MTU and customer network was dropping packets.

Finally I worked with SRE team to lower our MTU to match the customer configuration and ran tests. After the config change issue was resolved, our customer confirmed that they could see the notifications. This was really difficult issue I had ran across but I worked with various teams to get to the bottom of it and delivered results to customers satisfaction.

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.

Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

I was working on a high stake project with very high visibility from my senior management.

Me and my manager were thinking of can we leverage the quality of the development using help from QA team. He wanted to keep the QA team separate. His point of view was that a separate team would keep clear focus for the team and they would focus on finding more customer facing bugs. I thought that we should have QA embedded in the scrum team as that would help in easier collaboration and quicker bug fixes plus this is a more efficient way. Though I understood his point of view I always believed that in QA embedded inside the scrum team. I went back had a thought to measure the merits and demerits of the proposals. I put down in a slide the merits and demerits of each. Merit from having a separate team, clear focus and better filtering of quality, demerits less collaboration with development team. I then proposed that the QA engineers attend the calls of dev teams but keep a separate QA board for their tasks. This will give clarity of what bugs they find, what test scenarios they create and finally the metrics to measure the bugs reported per development. My boss and I both agreed as it solved the problems of each proposals

I would separate the vending machine into different components: display for product selection. Storage for keeping the inventory of the products to sell. Delivery mechanism to hand out the products and the payments interface. I would include elements to adjust the user interface to the client. For example the customer can be a child, an adult or a person with disabilities. I would place sensors to detect the customer height and adjust the user interface height. The vending machine will be connected to services sending events when a product is getting low in inventory. The payments component would be able to process different payment types. And the delivery mechanism would select a product from inventory and deliver it to the client. The products will be shown as picture in a display rather than directly shown the product through a crystal that way the inventory can be managed efficiently without having to care for the display of the products.

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 would like to talk about situation. When I was an engineering  manager at digital commerce platform org at Amazon, I was handling close to 11 services, and 

as part of the Rolling Stone initiative where Amazon was trying to move all its services away from Oracle, I had four services that I was trying to migrate from Oracle to the databases hosted on Azure. All my fellow colleagues who were owning services of DCP were doing similar exercise. One of the colleague who was owning digital redemption service had to go on maternity leave, and then couple of engineers earmarked to do this migration for digital redemption service wwere transition out of the organization. That is when I offered to help with the migration of the service. 

So I now had 5 services with competing  priorities where I 

had to manage very tight schedule of service migrations. Planning a very ruthless prioritization, figuring out an optimal execution path of a completely unknown service, interacting with the service upstream clients whom i had not worked with prior, working with an amalgam of My team members and the service owner team members were few of the ambiguous paths I navigated to help do on time migration completion of the   service owned by my collegues.