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My philoshipy to build a high perfomance team is to create a bottoms up culture. By empowring my team members the autonomy of solving the customer problem which they deem fit at scale, they not only grow but also innovate on things if they don't like the status quo.

For e.g. At Auctane, one of my team members was not satisfied with the approach proposed for doing a sync of data from Microservices to monolith. He did a deep dive on how this can be improved, he proposed Kafka as a best fit stack we can use. I encouraged him to do a POC, come up with pros and cons. Then I set up a meeting with my director and did a POC, I talked about potential impact was not just for our team but could be implemented org wide as well. 

We implemented this new technology on the project he was working on, documenting all the learnings he discovred and released to prod. Once we were satisfied that it works for us, I arranged for a show/tell session for other engineeries who had to solve a similar issue, this developer gave a techtalk on how it was implemented, challenges we faced etc. Other teams adopted this tech as well. The result of this was that as an Org. we could save close to 15% of dev cycle by standardizing and implementing a new tech. My employee also took this opportunity to learn and grow at the same time.

Content remains king but content costs continue to grow. Leverage data to help determine where the market is shifting and attempt to create content that is both engaging and profitable.

1. Situation: Our cloud bill had been steadily increasing, but engineering teams lacked visibility into which workloads were driving the cost. Leadership wanted accountability, but SREs like me knew that finger-pointing wouldn’t solve anything without data.

2. Task:I wanted to design a way to give each team ownership of their spend — without adding operational overhead — while also uncovering unused or over-provisioned infrastructure.

3. Action:I built an internal “cost dashboard” that pulled billing data from our cloud provider’s API, tagged resources by team and environment, and visualized it by service, team, and project. But the innovative part was integrating it with our CI/CD workflows: before a PR deploying new infra could be merged, it would estimate the monthly cost impact. I also built a Slack bot that sent weekly team-level cost summaries and flagged idle resources.

4. Result: Within two months, teams identified and shut down $8,000/month in unused dev resources. More importantly, it shifted the culture — infra cost became part of architectural discussions. Finance even started using our dashboard during quarterly planning instead of relying solely on billing exports.

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

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.

In my early days as Program Manager, I managed a project for one of our main customers. This project had a very tight schedule and I promised to deliver the first EVT samples in 3 months.

It was my responsibility to ensure everything would be completed on time, and achieve the quality standards defined by the program and inside the budget approved by leadership.

Unfortunately… when I started to deep dive into the project and analyze all the technical details, I realized that it was not possible to get the prototypes ready on time. I missed the deadline by 2 weeks. I felt bad at that time because I failed, so I immediately started to work on a new feasible schedule trying to mitigate the problem. In addition, I arranged a daily opening and closing meeting with the core team to monitor all activities. The root cause of the problem was a delay in some component's delivery and I also ignored one of the Reliability tests defined by Engineering.

So I highlighted the problem to my manager and I shared with him my new plan. I explained the situation to him and I shared the new timeline that I could meet. Then we worked together to commit to the new delivery date. So I learned a lot from that situation, now I’m always adding some buffer to my project schedules and I work more closely with core team members. But the most important learning was, how important is to be honest and raise your hand on time if something goes wrong.