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Over the past year, I've been deliberately focusing on developing both technical and leadership skills that I believe are crucial for modern engineering management. Let me share the key areas:

System Design and Architecture

• I've been deepening my knowledge of distributed systems and microservices architecture

• Completed several courses on cloud-native architectures and AWS solutions

• Actively participated in architecture review boards for major projects

• This helps me better guide my team's technical decisions and mentor senior engineers (5 senior engineers) and interacted with Sr PEs and distinguished engineers.

Data-Driven Decision Making - Give example of Alexa dashboard to reduce latency and make specific callouts on how to use data to transform and understand how leaders think

• Enhanced my skills in data analytics and metrics interpretation

• Implemented better tracking systems for team performance and project health

• Learned to use data visualization tools more effectively

• This helps me make more informed decisions about resource allocation and project prioritization

Modern Engineering Practices

• Strengthened my understanding of DevOps practices and tools

• Improved my knowledge of CI/CD pipelines and infrastructure as code

• Studied security best practices and compliance requirements that came up for revised Alexa world

• This enables me to better guide my team in adopting industry best practices

Leadership and People Management

• Completed advanced courses in engineering leadership. 8 week leadership course from Dale Carnegie Live Online: Course information for Develop Your Leadership Potential. Learnt about different management and leadership styles. Helped improve diversity in hiring and understood nuances of companies outside Amazon who operate at such a huge scale. Interacted with multiple other managers from healthcare, small scale startups, manufacturing, local businesses, etc etc.,

• I have also attended Grasshopper conferences in the last two years to learn from other women in technology and made a lot of meaningful connections with other women leaders int he community. I brought back in lot of learnings from the sessions I attended throughout 4 day conference. I kicked off a panel for supporting women in my org and volunteer for the community outside of my job responsibilities.

• Improved my coaching and mentoring techniques

• Developed better skills in conflict resolution and difficult conversations

• Enhanced my ability to build and maintain high-performing remote teams

Project Management, not having a TPM or PMT support enabled me to play a hybrid role that enhanced by PM skills

• Refined my skills in agile methodologies

• Improved estimation techniques and risk management

• Developed better strategies for managing dependencies across teams

• This helps me better plan and execute complex projects

• Learnt to write communications to leadership and deliver status updates succinctly and effectively

For example, I recently led a major Alexa project where I applied many of these improved skills:

• Used my enhanced architecture knowledge to guide the technical approach

• Applied data-driven decision making to prioritize migration phases

• Implemented new DevOps practices to streamline the process

• Successfully coached team members through the challenges

I believe continuous learning is crucial in technology leadership, and I maintain a personal development plan that I review and adjust quarterly. I also encourage my team members to pursue their own learning goals and create an environment that supports knowledge sharing.

As a QA leader I had to choose between run a full check of a new functionality that wasnt very popular or use or let the change pass over with the aprove of the PM for some time saving. I choose run the full check, take a few days more, but when the functionality goes to production it works well, without any bugs.

I have been working on same project since last 3 years, I want to explore different projects and learn new skills and Technologies with current market trends

I have more than a decade experience working as customer success engineer in which I tried my best to solve a customers problem. During this course I have interacted with several product engineering and product managers and worked very closely with them. I aspired to be a product manager because I wanted to solve a customers problem even before they realized it by understanding their use case, feature requirement, motivation to use a product. I found this role to be very challenging and exciting as I have to think more like a customer than an engineer trying to solve a problem, identify their persona and how I can ease their day to day job. So when I eventually got an opportunity in my past organization to work as a product manager I took it.

I’m my current role, during a core-team meeting I noticed conflicts between 2 team members, the MM and the EE. They were debating about why to include one component in the official BOM and discarding another one.

To understand their perspectives, I spoke with them separately in a friendly environment. The MM was frustrated because the EE didn’t provide any data or argument to discard the component that the MM suggested. This component had the same performance, was pin to pin compatible, and cheaper. On the other hand the EE explained he had bad experiences in the past with the component suggested by the MM and he refused to validate and qualify it to do not waste his time.

So… After being clear about the situation, I brought them together for a discussion and I emphasize to focus on the issue, not in personal discrepancies. Do, during the meeting, I encouraged both to consider the Project requirements, customers need and I worked with them brainstorming session.

Then, they agreed to meet with other stakeholders to get their inputs about these 2 components, they commit on a validation plan including both components. The one suggested by the EE as POR and the one suggested by the MM as alternate. They also agree to allocate 60% of the mass production volume to the EE component and 40% to the component suggested by the MM.

From my side, to ensure progress, I scheduled follow-up meetings with them to monitor their collaboration and for sure, I offered my support. Finally, both components are currently part of the product official BOM and these 2 guys improved their working relationship and communication.

In my current organization, we integrate Analytics with various source teams,  As a PM of Analytics, i should focus on Global compatibility when i implement a feature, which can be compatible to all the SORs. 

We have one particular source system who asked for a specific requirement of profile filters, which when applied, its applicable to whole SOR, which inturn is expected to be applied automatically to the Analytics warehouse

Goal here is to apply the new feature of the source system to the downstream application analytics. 

I have had multiple discussions with the SOR and my analytics technical team and identified that, we do have some technical complexities to implement profile filters to analytics, this might impact other SORs. Work around for the current release, can be to push the notification to analytics application to apply the global filters in analytics again manually, and we can address this in next release, as this needs to be handled for that SOR specifically.

We had multiple discussions with the leaders of the SOR on the user satisfaction and the priority of the profile filters, but at the same time i presented the data of number of users that will be impacted from other source systems other than the one we will focus on, which might lead to drop of CSAT of other source systems

After presenting the data, the leaders were ok with the workaround i have suggested, and for the next release, we have separated user profile dimension for that particular sor and implemented the feature as requested.