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This is a product which we release recently it would check the recent breaches that happened exploiting certain vulnarability in the recent past and also check the vulnarabilties in the infrastructure and then provide a score based on severity. the higher the severity the higher the chance of getting breached. This was a great hit but two of our customers came back with a specialised request, the wanted to quantify the severity in terms of revenue loss so it would help them prioratize fixes on the infrastructure. This not only required heavy research but also defining the scope as well that where it fits in. The reason it was important to think about this feature because it was a big contract and our company wanted close it before the end of Q2. I had a planning sessions with the stake holders and product team, we defined the scope of the feature and then communicated with the customer and got all the buy ins, there had to be some repriorization required to imediatle start working on the project, I had a chat with my team and transperantly explained why this was such a high priority for the company and how it aligns with the company goals. This gave boosted their morale and also they saw the advantages of adding this feature and the moral was high.

l, I initially built automation scripts for trade reconciliations and reporting using standalone Python and UNIX-based cron jobs. These worked well for smaller data volumes, but as our operations scaled across global teams in London, Hong Kong, and the Bahamas, performance and maintainability became a bottleneck.

I realized I needed to adapt my workflow to better support large-scale, distributed processes. So, I changed how I worked by migrating critical pipelines from PostgreSQL and flat scripts into a more robust ETL framework using Databricks and Delta Lake. I restructured batch processes into streaming jobs and modularized the Python code to be production-grade. I also started using Kafka and Kubernetes to improve system reliability and orchestration.

As an EM it is our responsibility to assist my team members so that they can grow. So I want to narate one scenario where I helped team member grow and it provided me an enormous learning. 

At hyperface when we were breaking monolith into micro service , there was a lot of work required at one of the component called integration service, this service was acting as a link between external bank system and hyperface Credit card as a service core engine . As work on this layer was more I moved one of the SDE-1 t that team , this team along with coding required lots of communication with business team as well , at that moment I found that the SDE-1 who was a good performer on core team started struggling in that team . I connected with him on 1:1 t ocheck is it because of he is not liking the work or is he having some personal issues as it was  hard to digest that person who is doing well in solving complex problem is struggling with not as challenging issue , at that moment I found that he is having issues in his communication , he feels underconfident interacting with other team , out of pressure commits what ever other team says. 

At that point fir I told him not to worry he is doing a good work and with him I created a framework to deal with this scenarios like always prepare before the meeting note done the important pointers , if you ae not sure d not commit always say I will get back after  discussing with team , for any communication rather then personal messages include relevant stakeholders as this will provide help . and also told him that improving communication is not an over night job. As a result of which withing one month following this practices his communication improved and it started reflecting in his work.

Learning : to help people grow always try to assign them the different type of tasks so that they will become aware where they are lacking and then help them grow