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l, I initially built automation scripts for trade reconciliations and reporting using standalone Python and UNIX-based cron jobs. These worked well for smaller data volumes, but as our operations scaled across global teams in London, Hong Kong, and the Bahamas, performance and maintainability became a bottleneck.

I realized I needed to adapt my workflow to better support large-scale, distributed processes. So, I changed how I worked by migrating critical pipelines from PostgreSQL and flat scripts into a more robust ETL framework using Databricks and Delta Lake. I restructured batch processes into streaming jobs and modularized the Python code to be production-grade. I also started using Kafka and Kubernetes to improve system reliability and orchestration.

As an EM it is our responsibility to assist my team members so that they can grow. So I want to narate one scenario where I helped team member grow and it provided me an enormous learning. 

At hyperface when we were breaking monolith into micro service , there was a lot of work required at one of the component called integration service, this service was acting as a link between external bank system and hyperface Credit card as a service core engine . As work on this layer was more I moved one of the SDE-1 t that team , this team along with coding required lots of communication with business team as well , at that moment I found that the SDE-1 who was a good performer on core team started struggling in that team . I connected with him on 1:1 t ocheck is it because of he is not liking the work or is he having some personal issues as it was  hard to digest that person who is doing well in solving complex problem is struggling with not as challenging issue , at that moment I found that he is having issues in his communication , he feels underconfident interacting with other team , out of pressure commits what ever other team says. 

At that point fir I told him not to worry he is doing a good work and with him I created a framework to deal with this scenarios like always prepare before the meeting note done the important pointers , if you ae not sure d not commit always say I will get back after  discussing with team , for any communication rather then personal messages include relevant stakeholders as this will provide help . and also told him that improving communication is not an over night job. As a result of which withing one month following this practices his communication improved and it started reflecting in his work.

Learning : to help people grow always try to assign them the different type of tasks so that they will become aware where they are lacking and then help them grow

In my last role I had to make a UX decision about the product that will balance functionality for the user without compromising performance. After testing a few options and validating it with internal stakeholders I released the updated UX, but then the CEO (who was a heavy user of the product) was against that change. I saw down with him and explained my reasoning and the process that I took to validate the solution, and gave him the option to try it himself on an early version. Once he saw the big picture he agreed that my solution was the right approach, but asked that next time I will consult with him before releasing changes like this. 

בתקופת התיכון התנדבתי בבית ספר לחינוך מיוחד בשם "אל-נור". בחרתי להתנדב שם בעקבות חוויה אישית עם קרוב משפחה, שלימדה אותי עד כמה חשוב להעניק תשומת לב ותמיכה מתאימה לתלמידים עם צרכים מיוחדים. בנוסף, זהו בית ספר קטן עם צוות מצומצם, כך שראיתי בכך הזדמנות לקחת חלק משמעותי ולהשפיע. הגעתי להתנדבות פעם בשבוע, עזרתי לתלמידים באופן אישי, העברתי תכנים לימודיים דרך משחקים בקבוצות יחד עם המורים, וסייעתי בארגון וסידור הכיתה אחרי שהתלמידים הלכו לישון. לפני שהתחלתי, חששתי שלא אצליח להתחבר לתלמידים או להיות מספיק מעורב. בנוסף, לכל תלמיד היו צרכים שונים, ולכן היה עליי ללמוד מהמורים כיצד לגשת לכל אחד – אם הוא על הספקטרום האוטיסטי, עם תסמונת דאון, או עם צרכים מיוחדים אחרים. בהתחלה צפיתי במורים, התייעצתי איתם ולמדתי איך הם ניגשים לכל תלמיד לפי צרכיו, וזה נתן לי ביטחון להתחיל לפתח קשרים בעצמי לשמחתי, עם הזמן גיליתי שרובם קיבלו אותי בשמחה, למדתי לקרוא סימנים לא מילוליים, להבין מה גורם להם להרגיש בנוח, ולהתאים את הגישה שלי כך שירגישו נתמכים ומובנים. נהניתי מהאינטראקציה איתם, וזכיתי בתחושת סיפוק עמוקה

This is a product which we release recently it would check the recent breaches that happened exploiting certain vulnarability in the recent past and also check the vulnarabilties in the infrastructure and then provide a score based on severity. the higher the severity the higher the chance of getting breached. This was a great hit but two of our customers came back with a specialised request, the wanted to quantify the severity in terms of revenue loss so it would help them prioratize fixes on the infrastructure. This not only required heavy research but also defining the scope as well that where it fits in. The reason it was important to think about this feature because it was a big contract and our company wanted close it before the end of Q2. I had a planning sessions with the stake holders and product team, we defined the scope of the feature and then communicated with the customer and got all the buy ins, there had to be some repriorization required to imediatle start working on the project, I had a chat with my team and transperantly explained why this was such a high priority for the company and how it aligns with the company goals. This gave boosted their morale and also they saw the advantages of adding this feature and the moral was high.

A good product manager must be

Customer centric - A good PM will always keep their customers at the heart of every decision. It is essential that the product team is working on features as per real user needs. In order to do this, PM should be able to be able to work through customer feedback, reviews, analyze these data to understand their true pain point and prioritize the right features for delivery.

Clear communicator - Clear communication is of utmost importance for this role. It is essential that a PM is bale to articulate a complex problem in a simple manner. A PM deals with various stakeholders and needs to be able to communicate in a clear manner to be able to align all the teams towards a common goal. 

Strategic thinker - A good PM should be able to think several steps ahead, planning actions strategically aligning with the business goals. This includes planning a clear roadmap, anticipating risks, and making decisions that balances short term and long term success.

Good problem solver - Problem solving is very central to a PM. There is problem solving in every aspect of the job. A PM should be able to break down a complex issue into smaller manageable problems and employ effective approaches to address them. A PM should also be very resilient under pressure and work in ambiguous situations.

S（Situation）：在2024年9月底，我所在团队灰度上线了一个重要新功能。上线不久后，我们注意到产品的 NPS 分数出现了明显下滑。我的老板非常担心这个变化是由我们新功能引起的，因此建议我们暂停功能的进一步上线。

T（Task）：考虑到我们灰度期间已经收到不少正向的用户反馈和行为数据，我担心贸然暂停功能会影响节奏，并可能误判问题根源。我希望找出 NPS 下滑的真正原因，并用更稳妥的方式推进问题解决。

A（Action）：我首先分析了 NPS 下滑的时间节点，发现其发生在我们功能上线之前。结合用户评价存在滞后性的特点，我判断两者未必直接相关。随后我深入分析了近期的低分评价和客服 ticket，发现主要问题集中在打印出错、页面崩溃等历史遗留的功能性 bug。
我将这些发现整理成文档分享给老板，建议我们先优先修复这些问题，并继续观察 NPS 变化。同时，我也请他指出是否存在新功能相关的反馈痛点，以便一并跟进优化。我们快速完成了 hotfix，并验证后上线。

R（Result）：两周内，NPS 分数从 xx 回升到 xx（如能填具体更好），我们功能也顺利推进至全量发布，后续使用量增长了 xx%。老板也认可了我们以数据驱动决策的方式，对我在这件事中的判断力和推进力给予了肯定。