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In the first company I worked as tech lead, even though my performance rating was good, I received a 360 degree feedback on my interpersonal skills as well. One of them said that I sounded a bit rude in couple of discussions. When I asked for the instances, I got examples where I got the feedback from and not whom. So I had to explain my manager that it was not intentional and the aggressive demanding nature of mine could have been perceived as rude. But I considered the feedback and identified, corrected myself, toned down the way I speak in certain instances which made a set of teams in my org ex: production support teams reach out to me more often now for guidance. So this helped me gain valuable experience and unlock a totally different perspective in terms of collaboration with other squads in the company.

When working a scam case:

- First, I learn about the customer’s story, what happened at the time. I will call the customer if I need to clarify anything.

- Then I investigate customer’s account and identify is the payments were out of character. To be able to identify this, I will need to understand customer’s behaviour and how they manage their account.

- I will also need to investigate if we took any steps to stop the payments. This could be a call to the customer challenging the transfer.

- After this, I need to investigate if there are any newspaper articles, court orders, or anything related to the case. After this, and taking all this information into consideration, I would make an informed decision and communicate to the customer.

One of my most significant achievements was leading the development of a switch new product line in responsible to the market demands caused by the COVID-19 pandemic.

As remote work became the new norm, the reliable and high-speed networking demand increased for home and small office (SOHO) dramatically.

However, the existing network switches were primarily designed for enterprise data centers, offering 5G or 10G speeds.

These solutions were not only costly but also exceeded the practical needs of SMB users, making them an impractical choice for many. Additionally, the rise of online gaming, high-speed streaming, and cloud-based application required faster, more stable network solutions.

I identified this market gap and lead the development of a new 2.5GbE switch product line. My objective was to design a high-performance and cost-effective solution tailored to the small businesses and home users requirement. This required to strike the right balance between speed, stability, and affordability.

To ensure a successful product launch, I first conducted market research and customer needs analysis to identify key trends, Through data analysis, I realized that existing 5G/10G switches were too expensive and deployment complexity made them impractical for home and small office users. This created a clear opportunity for a more affordable and user-friendly alternative.

With these insights, I am responsible for analyzed market requirement and developed the product strategy and defined specifications, and designed multiple use cases tailored to different environments, such as small businesses, creative studios, and remote offices applications like video editing, cloud backups, and virtual machine environments.

To ensure product could deliver a high-speed and stable network, easy deployment with plug-and-play function to optimize cost and performance while providing a more affordable solutions, to ensure that technical solutions align with customer needs.

Additionally, I led the entire product lifecycle, from pre-concept to defining product specifications, NPI, mass production to end of life.

I collaborated with R&D, supply chain, and marketing teams to ensure product development smoothly. Through proactive risk management and progress tracking, I ensured on-time delivery while balancing cost, performance, and scalability.

As a result, I successfully planned 6 new switch product within one year, balancing performance, cost, and ease of deployment.

Making the company's first product line for high-speed switches specifically designed for the SOHO and WFH markets, and marking a significant milestone for the company.

The last conference I attended was the Open Source Security Foundation. As I was leading the Dart & Flutter security program I wanted to learn about the innovations, tooling and services that other open source projects were using.

There were interesting conferences for tooling to sign artifacts with a single command and how the open source community was working in tooling to build, sign and release artifacts in a secure way for everyone using GitHub.

I learned that there were many technical innovations that I could use to speed up the Flutter Security Program, for example implementing secure build workflows using github actions. I also met several people working on similar projects and took the opportunity to share our lessons learned and challenges. Later on the connections with the open source security foundation proved very useful during technical reviews and collaborations.

Earn Trust by:

1. Listen to the team, understand what outcomes they are seeking.

2. Figure out what value you can deliver for the team and produce an actual deliverable

3. 
   

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.

In 2022 one of the representatives I worked with was planning a one month long Power and Video evaluation. Before the evaluation was going to begin I was informed that he would not be able to cover because he was going out on medical leave to have heart surgery.

At first I was very concerned because there a lot of moving parts to an evaluation of this nature and magnitude. You have to know the surgeons preferences and technique, competitors instruments, various surgical procedures, and what instruments are compatible with other competitive instruments. I was going to be taking the lead on this with very short notice and not much time to plan before he was departing for medical leave. We sat down and meet everyday for a week and went over all the inventory ordered, surgeons, and procedures. I had every surgery day planned for.

When the eval started I got there an hour before the cases started to setup the room and make sure all the capital and disposable equipment was ready. I introduced myself to the surgeons before each case and stood in all the cases where our equipment was being used. After each case I would address any questions, comments, or concerns the surgeon had and ask for their support to move forward with purchasing the equipment.  After the day was completed, I ensured all the equipment was properly put away, sterilized, and ready for the next day.  I’d go back to the hotel, make notes on the day, and review my notes for the next day. I did this Sunday through Thursday night for 4 weeks.

When the 4 week evaluation concluded I gathered all the feedback from surgeons, addressed any concerns, and reinforced the positive feedback and once again politely asked for the business.

I was responsible for sending back all of the equipment so I spent a few extra days gathering equipment and ensuring nothing was left behind.

A few months later we found out that the surgeons really liked our equipment and we were awarded the power contract. That contract was the largest for that year and I was personally thanked in our monthly newsfeed by our CEO for my efforts.

I look after our email platform and our existing solution wasn't flexible enough to handle targeted messages at scale. We were missing an opportunity with users to send personalised messages at the right time to help increase engagement. I embarked on a project to implement a new marketing automation software. This project required alignment across our product, data, retail, security and legal teams. I spent time researching the availble tools in the marketing and workshopping requirements with relevant stakeholders, we created an RFP and sent to a number of suppliers. Each round of the RFP I assigned a score to the company and gathered feedback from stakeholders. This ensured the decision making process was fair and we had strong evidence when sharing the business case to senior leadership.

Once we decided on the supplier, I was responsible for implementing the tool which required support across various teams within the business. Implementing something cross-functionally