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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.

Thank you for the question. I have been working as a data engineer for a combined total of three years, working closely with business leaders and engineers at different enterprises. where my main focus and speciality was in building reliable data pipelines that supports business decision making. I also have experience running a solo consultancy firm, where I have had the opportunity to consult and build end to end data products for businesses, which has allowed to be explore and hone my leadership, and communication skills on top of my technical expertise. Above all. in addition to the skills  I have learnt over the last three years, my experience in academia, especially as a consequence of my PhD research, I have a strong preference and a proven track record  in delivering complex analytical tasks.  All of the above essentially package me up as  an ideal candidate for this role.

It would be at my thesis, of predicting SEPSIS with AI using multiple models, and the challenge was with time management, since we had 2 problems, the first problem was that we didn't had access to the data base until half of the second semester, since the process to get access to a hospital database was a rigorous process, so we weren't able to go quick with our application. The second one was that a team mate and I had a family member with cancer, so we needed to manage our work load in a manner that we could be present as family and team members, we needed to fulfil our duties on the project, so I planted a prioritization process in witch we focused on our best attributes I on sql queries and documentation, mostly but the situation with the family member of my companion worsen, so needed someone to help with his work load, so I also assisted him with his main tasks as the main designer of the project, mainly on the uml diagrams, so that we could end our thesis 

I challenge them with stretch projects to grow them further and put them out of their comfort zone. I also try to ensure that their efforts are visible and recognized and they are an example to the team

It helps to keep updated with latest technology development whereby enabling faster/ efficient/ better feature / experience delivered to customer. It might even open new opportunity for the company if senior leadership is able to think ahead.

In addition to external learning, it makes sense to keep internal knowledge sharing to avoid multiple work on same feature or leverage existing stacks for faster delivery or learn from others failure.

There are roles for which there is no direct course / education formally done but people need to learn primarily in leadership roles.

At center card, as director of software engineering, I had hired a Sr. Developer who was great performer. The problem was that he was very caustic to his team mates. I tried to coach him with regualr 1:1 and prompting him to be more emptathic and a team player - for e.g when he berated a PM on a project in front of others - I had to set up a meeting and coached him to be more empathic and not be aggresive. Inspite of these repeated tries the behavior continued. I talked to my HR and my manager and we decided to give him the warning but continuted to monitor, things did not improve and I unfortuanely let him go. In retrospect I saw that our interview process was focued heavily on technical skills and less on people skills. I changed the interview process and saw that the team morale and productivty increased from then on , inspite of new people on board.

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.