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i was head of events in a student activity called aces and it was a magnificent experience as i gathered a team wich i chose by myself and my partner as they all were hardworkers and creative thinkers of course we had some trouble with them as some of them were being lazy about doing there tasks or procranstinating but we were able to motivate them each time so they would give their best

earn trust by listening first, deciding transparently, removing friction fast, and celebrating the builders. The signal is teams volunteering hard truths and customers noticing faster value.

While building the Search feature for a 0-1 Product, I was faced with resource constraints on the Engineering side due to a critical resource leaving the company. I now needed to build the same functionalities with less developers. To tackle this, my Engineering Manager suggested we reprioritize the backlog and push out some of the capabilities to next release, However, since we had already idnetified that all of these were critical for the MVP, I did not agree with this and decided to look further if we can simpify some of the features. During the discussion with our Storage team, I came up with a solution to leverage Unicode analyser instead of language based which would give us 6 weeks which would be ampy time to build the Search without impacting other features.

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.

1. I would with a discuss with major stakeholders that are involved with this new concept in order to gather complete understanding about what the project is about, what needs are we trying to solve, how is our product different than the others in the market. what is the goal or expectation from the outcome. I would them create a  generative research I like to conduct in-depth interviews with participants in order to understand their current behavior, user needs that are not being met, pain-points that they are facing in relation to similar products in the market. Try to understand through a conversational dialogue, that the need that are trying to solve through our new product how are users currently tackling them what are the pain-points that they face, specifically probing in to deep dig into other pain-points that we might have considered.

While working on a navigation redesign project, my team and I found that a colleague on another team (a GTM person) was very unhappy about the redesign project. There was a lot of chatter that she was unhappy and had spoken with leadership about her misgivings, but exactly what was bothering her was unclear.

The designer on my team and I decided to set up a 1:1 meeting with this colleague in order to understand exactly what the issues were. We learned that her team was in the middle of rebranding their product and she was worried that the launch of the redesign would undermine the rebrand effort.

We assured our colleague that the launch of the redesigned navigation would not happen for a few months, still, long after their rebrand and the buzz around it would have settled. With that assurance, she was no longer anxious about the redesign project, and we were able to move on with the work.

Simply having a conversation, understanding what the issues were, and coming up with a resolution was all it took.

My favorite research method is the one that fit the research goals the best. For example, some questions need qualitative research, some quantitative, some data analysis. Also it should be realistic and feasible, if team doesn't have time or resources to run longitudinal study I should offer second best option considering the deadline.