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Behavioral
a year ago
How have you disagreed with a team members approach when it was necessary?
Software EngineerUX ResearcherEngineering ManagerUX Designer

Impala

MakeMyTrip

NerdWallet

+7

At Auctane, I had a Sr. Engineer who was very harsh with Jr. Engineers in giving feedback. This led to Jr. Eng afraid of approaching with advice and team morale go down and productivity was down by 10%. I had to coach this teammate to not be hostile and instead approach people with Empathy and show ledership in asking the right questions and help them grown in their carrer as well - with this change in attitude, I saw that the team gel much better and the productivity increased overtime. 

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a year ago
Behavioral
a year ago
Can you give me an example of a project that you are proud of?
Software EngineerFull Stack Software EngineerProduct ManagerBackend Engineer

Impala

Cisco

GoodData

+2

One project i'm proud of is my internship project which was a full stack project where i had the chance to create a prototype of a template manager , storing the data into a cassandra database, alongside using springboot and java to work on the module structure and life of the project, I then used js and react for UI. This prototype was then deployed and is now being used by internal payment team at jpmc, instead of going to search every resource, i store all the templates in one template manager and they can know just search the nav bar and get the exact template they need. I'm proud of this project not only because it was my first real project using the new languages and frameworks i was learning during internship but it also gave me the confidence of knowing and seeing that I can do this even though i dont have a degree in this field!

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a year ago
Behavioral
a year ago
When have you gone an extra mile for a project or endeavor?
Software EngineerData Engineering ManagerEngineering ManagerUX Designer

Impala

Roblox Logo

Roblox

PayPal Logo

PayPal

With a major product launch on the horizon, expecting to triple the user load. The infrastructure was non-optimized for demand and incident response was non-harmonious across teams with no set process.

As the SRE Manager, I'd have to implement project changes to infrastructure to accommodate high availability and scalability. I discovered a long-standing issue surrounding incident response and observability that would make it all the more difficult to achieve reliability under pressure and peak traffic.

Therefore, instead of fulfilling the project requirements as presented, I became an advocate for change across the organization. I established an observability platform with 100% stack coverage, created custom SLOs/SLIs/error budgets to enhance performance and reliability visibility, drafted and socialized an incident management playbook across the company and held hands-on trainings for all respective teams. In addition, I advocated for Terraform for Infrastructure as Code to help with deployment time and held FinOps reviews to help eliminate redundant costs in cloud spend.

As a result, we did not only survive the 3X traffic upon product launch with zero critical incidents, but we also achieved 15% saves the following years in cloud costs and 40% faster deployments. Many of the processes I created were adopted as company-wide best practices.

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a year ago
Behavioral
a year ago
Tell me about a time when you helped mentor a new joiner.
Software EngineerFull Stack Software EngineeriOS EngineerBackend Engineer

Impala

Okta Logo

Okta

Mitto Logo

Mitto

I was having a team member, who was technically strong, but when it came to gelling with the team members, he was having problems. His comments/feedback for the technical artefacts, or for ones understanding of a problem, was showing people in a bad light. Team members were apprehensive, working with him. People started to unplug themselves while that person was around. I could sense that, the team’s engagement had started to wane. If that had continued, we were at risk of losing that person from the team.

I initially un-plugged him from the team discussions and meetings and started to have a daily sync-ups with him. Sensitised him about working as a team and how successful teams thrive in the organisation. Made him enrol for some trainings like - Seven habits of highly effective people. Recommended that training mainly because of the focus it lays on - personal change, collaborations with the team etc.

Then he started to show empathy towards the team members, started to mingle with team, started to give constructive feedbacks for the technical contributions and started to show respect to the fellow team members. The bridge that was created, started to disappear. And we finally made him part of all the discussions and meetings and today, he is one of the go-to person in the team.

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a year ago
Behavioral
a year ago
Why are you looking for a new job?
Software EngineerEngineering ManagerUX DesignerUX Researcher

Impala

Sanmina Logo

Sanmina

Dollar Shave Club Logo

Dollar Shave Club

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.

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a year ago
Behavioral
a year ago
Describe a time when you showed initiative.
Software EngineerData Science ManagerML Engineering ManagerData Engineering Manager

Impala

Two Sigma Logo

Two Sigma

Citrix Systems Logo

Citrix Systems

Earning the trust of a team is essential for effective collaboration and success. I approach this by:

  1. Being Transparent: I prioritize open communication and honesty. For instance, during a project update meeting, I openly shared the challenges we were facing, which helped build trust among team members as they felt informed and included in the process.
  2. Listening Actively: I make a conscious effort to listen to my team members’ ideas and concerns. When a colleague proposed a new strategy, I encouraged discussion and incorporated their feedback into our plans, demonstrating that I value their input.
  3. Following Through on Commitments: I ensure that I meet deadlines and deliver on my promises. For example, when I noticed our team was at risk of missing a deadline on a key project, I took the initiative to reorganize our workflow, delegate tasks more effectively, and set up short check-in meetings. This allowed us to complete the project on time, reinforcing my reliability to the team.
  4. Showing Empathy: I take the time to understand the individual needs and motivations of my team members. By being supportive during high-pressure times and recognizing their personal challenges, I create a safe space for open communication.
  5. Encouraging Collaboration: I foster a team-oriented culture by celebrating collective achievements. After we completed a project successfully, I organized a small team celebration to recognize everyone’s contributions and strengthen our bond.
  6. Being Approachable: I maintain an open-door policy, inviting team members to share their thoughts or concerns. This accessibility helps establish a friendly atmosphere where everyone feels comfortable engaging with me.

By implementing these strategies and sharing specific examples, I build a foundation of trust that strengthens team dynamics and enhances overall performance."

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a year ago
Behavioral
a year ago
How do your near-term goals contribute to your long-term goals?
Software EngineerFull Stack Software EngineerFrontend EngineerProgram Manager

Impala

SurveyMonkey Logo

SurveyMonkey

Unity Technologies Logo

Unity Technologies

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a year ago
Behavioral
a year ago
Would you change anything about Impala if you had the chance?
Software Engineer

Impala

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a year ago
Behavioral
a year ago
Why have you chosen to apply to Impala?
Software Engineer

Impala

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a year ago
Behavioral
a year ago
What do you think does Impala values in its employees?
Software Engineer

Impala

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a year ago

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