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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 see myself working at the intersection of engineering and quantitative finance ideally at a hedge fund such as Two Sigma. My past experiences at Harvard Medical School and internships at MITRE/rapStudy have given me an interest in creating scalable systems that are high performant and capable of ingesting large amounts of data for model development and research.  I strongly believe Two Sigma is the perfect place for me to work on these highly technical projects. Additionally, I also look forward to the prospect of entering leadership roles during my career, where I can play a more impactful role in prioritizing cultivation of engineering talent and projects in fields such as low-latency and data engineering.

In my role leading the launch of that new customer onboarding system, the pressure was really on. We had that tight three-month window and a lean team to build something that would be the first impression for all our new users. One specific hurdle we faced was integrating our legacy customer database with this brand-new system. The data structures were quite different, and initially, the data migration process was proving to be much slower and more error-prone than anticipated. This threatened to push our launch date.

To tackle this head-on, I didn't just delegate. I dove into the technical details with the lead engineer. We mapped out the data fields meticulously, identified the key transformation rules needed, and actually prototyped a more efficient data migration script using Python. This allowed us to automate a significant portion of the process that was previously manual.

Furthermore, to ensure we were building the right thing quickly, we implemented very short feedback loops. We'd build a small piece of the onboarding flow, get immediate feedback from a small group of internal users, and iterate based on their input. For example, early on, users found a particular step in the registration process confusing. Based on their feedback, we completely redesigned that screen within a couple of days, leading to a much smoother experience.

By getting into the technical weeds to optimize the data migration and by relentlessly focusing on user feedback through rapid iterations, we not only overcame the risk of a delayed launch but also delivered an onboarding experience that was significantly more user-friendly than initially envisioned. It was incredibly rewarding to see new customers move through the system so smoothly right from day one. That success really underscored the power of combining technical problem-solving with a user-centric approach

Conducted a group brainstorm on problems we should be solving in the coming year 

Organised a team wide hackday with presence to leadership 

Encouraged the team to host brownbags and invited team globally to attend

Organised a team sport 

In the Meraki integration project, the supply chain process required significant optimization of the entire flow. To achieve this, most of the shipping-related process needed to be modified. However, the team lacked sufficient time to complete the work because the planned use of an adapter did not work, requiring me to redesign the flow.

With limited time remaining before system integration testing (SIT), the cross-functional teams and other tracks were ready to test their code, and management was unwilling to postpone SIT and Cycle 1 testing. Since there was an additional round of SIT and Cycle 2 testing planned, I decided to proceed with the changes that the team had already completed. We migrated the completed code to the test instance and communicated that only Phase 1 of the changes would be released initially, while the remaining changes would be delivered during Cycle 2 testing.

I ensured the Phase 1 delivery was designed to avoid impacting the end-to-end flow, allowing the other teams to proceed with testing their portions of the code. This approach ensured that other teams' deadlines were not affected. I also informed the cross-functional teams that the OTM and GTM changes were completed, and the remaining shipping-related code optimization would be delivered before Cycle 2 testing, along with the next round of SIT.

By taking this approach, I ensured that complete testing was not impacted and that the project stayed on track.

Vision is to work on the things that bring value to our business and let us innovate without being mired in administrative or technical tasks.

1. automate everything that can be

2. quality is non negotiable, shift it left

3. put administrative stuff in the hands of support users

It’s a bit of a fight to keep things out of the backlog that users want but that directly contradict the product vision. Example might be a few less clicks to do a thing, but the vision is to do away with that thing entirely. That takes vision that is shared both with the team and support team and stake holders.