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I presented data to the leadership team showing the positive impact of regular employee reviews based on performance and retention. I then proposed an updated review process, which included quarterly check-ins and an annual review tied to compensation. The leadership team was receptive to this idea and agreed to implementing it.

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.

So I'd say the time I took the risk was, I actually went against the recommendation of my manager. Not directly, but essentially I was put on a project at Niagara and I was looking at a lot of the contract amendments and I analyzed our contract negotiation with Uber. And so as I was looking at the whole data, trying to see the discrepancies and really seeing, okay, what lanes should we negotiate, seeing what are the terms of negotiation that we should use, and then finally, I wanted to also forecast on terms of a long-term growth. So not just necessarily for just this term, but see how that would last for the future quarters as well. So kind of taking those into consideration while I put them all out into a matrix and showed the team, the director, and a lot of my team was thinking that we should go with the option that saves us the most amount of money. I'll put the $700,000 to $800,000 for the quarter, implementing this new amendment that I actually disagreed. And I suggested we just take somewhere closer to about the $600,000 range because for two reasons, one, I noticed that the lanes that we included in the $600,000 would lead to better client relations with Uber as a long-term and one of our biggest carriers. And two, I also noticed that in the long run, we actually would save a little more just because in the future quarters with seasonality to keep into account, those lanes were not always going to save us the most amount of money. So maybe while the $700,000 to $800,000 option would save us that much in the first quarter, when it comes down to the winter, it would save us only about $300,000 versus the $600,000 option is a little more consistent throughout the seasons. And so we actually noticed that in terms of a long-term growth for the year, we would save a lot more. So that was a time where I kind of took a risk to go against and maybe recommend something slightly different than my manager. But I think the director, when he heard me say these things, he took those into consideration and saw my analysis and saw that I was able to back up kind of my decisions and this type of risk to making sure I'm minimizing it as much as possible. So I think that was something that he really appreciated and that the VP of supply chain ended up deciding to work towards.

I am pretty passionate about Reddit. In a world where media is biased and polarized, Reddit threads gives me a sense of how local communities view the world. It helps me get grounded in reality of what different cadres of people are thinking by browsing different communities. Reddit is very engaging, as in, you can comment and instantly receive feedback. While there is a lot of "internet hate" and "misinformation" in Reddit communities and threads as well, looking at a wider spectrum of communities within Reddit, especially the differing ones, helps you form a less polarized and biased opinion. I prefer contributing by asking open-ended questions and if I have an opinion, posting it respectfully as a question. I also respond to scientific minded questions that I have qualifications to answer. By selectively responding and answering questions with some due diligence, I keep the communities I am a part of thriving and truth-based.

我会主动和组内的成员进行沟通，遇到风险或者问题及时上报，同时我也会考虑是否有我可以帮的上组内工作的方面

在我刚加入我们团队对产品移动端重构的过程中，我发现大家在移动端设备的调试上不够熟悉，团队选择使用的是chrome的模拟工具，但是在不同设备的兼容问题的解决上效率很低。发现了这个问题之后，我向组内的资深工程师咨询，掌握了我们的项目的构建和调试方案，通过提供fiddler，charles脚本和文档的形式，分享给整个组一套切实有效的移动端调试方案，提升了组内的mobile debug效率。之后，团队变得更信任我，在我做为新人的情况下，主动让我负责了更复杂的项目。

What I hope to achieve in my product management career is creating lasting value for the planet. I hope to have a significant opportunity to create technology and release innovation that improve's the quality of people's lives, the efficiency in which we move, exist and advance humanity as a whole.

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

Success could be measured in multiple different factors. An engineer or a resource would be performing very well in the team, stupendous technically but their relationship with the team should also be desirable. They should be open to collaborate, have good relationship, trust with the team, help cross functional team for collaborating with multiple business teams. Should be able to understand the problem providing right solution at right time, mentoring others in the team and always posses the ability to communicate with at most clarity. 

All of this is a 360 degree feedback that one could be considered successful working in an organisation.