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Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

I would talk to him 1:1 and mention that I have noticed that and would like to know if there is any reason. 

if the coworker has no reason I would explain the disadv of arriving late and Ala him to be on time 

In my early days as Program Manager, I managed a project for one of our main customers. This project consisted in a touch screen device to control a Large format printer for HP. The project had a very tight schedule and I promised to deliver the first EVT units in a certain date.

T: As PM, it was my responsibility to coordinate a cross-functional team to deliver the program on time, within budget, and in line with the scope agreed with our customer.

A: When I started to dive deep into the project and analyze the technical details, I realized that meeting the original delivery timeline was not feasible. So, I immediately met the core team to develop a new and realistic schedule to mitigate the issue. To ensure better alignment, I implemented daily opening and closing meetings with the team to monitor activities and prevent task duplication between cross-functional teams. Two key factors contributed to the milestone delay: a delay in component deliveries and one mistake on my part—I didn’t include in my schedule the LT for one of the Reliability tests required by Engineering before the Ok2ship milestone.

R: I highlighted the issue to my manager and shared with him the root cause of the problem and the new plan. Then, we reached the customer together to explain the situation and kept working together on the new committed schedule.

This experience taught me valuable lessons. Now, I always build buffer time into my project schedules and work more closely with core team members to anticipate potential risks. However, the most important lesson I learned was the value of honesty and proactive communication—raising concerns early is crucial to success.

At my current job one of our biggest customer raised the  issue they were facing in our notification service. The issue was they were not receiving any notifications from our system on their new infrastructure. Their production infra was working fine.

I reviewed their configuration and everything was looking fine at the same time we hadn't done any changes to on our end which could cause this issue. Since their contract was up for renewal the issue, we needed quick resolution. I setup a live debugging session with customer to understand the issue in detail and their new infrastructure. After the first call it was clear that the issue was happening during https handshake or at network layer. To keep the momentum going I setup recurring call with with them and assured them that we are treating this as a high priority. On the next call I involved our security expert and SRE team for further debugging. However the issue not futher progress was made, at this point I insisted SRE team that we contact Azure support to understand if there is any issue at the tcp layer. Azure team looked at the turned on debug logs and found that our network was default MTU (maximum transmission unit) was higher than customers network MTU and customer network was dropping packets.

Finally I worked with SRE team to lower our MTU to match the customer configuration and ran tests. After the config change issue was resolved, our customer confirmed that they could see the notifications. This was really difficult issue I had ran across but I worked with various teams to get to the bottom of it and delivered results to customers satisfaction.

• There was a time the team was developed a search optimization capbility for users based on given requirements by product manager, so it could add more search filters for faster accessibility so . I asked the team to create demo on dev environment and to show customer, in order to make sure it is aligned with users need. I scheduled the meeting and we showed the demo, suddenly we undrestood all the usecase were not covered by program manager which lead to poor design it means some of the file type were not identified by specific locations. And that wasn't a feature for customer. On the other side we didn't have enough time. Since we needed to release this feature on time and as manula accessibility got block the program ​
• ​
• So I pushed the product manager to schedule meeting with diverse useres to make sure to capture diverse uses cases. I put together team and we discussed on options and tried reestimate we identified that by one more api resource we can have this feature on time. So I escalae that to leadership since the timeline was crucial for them, they assign api resource from india Lesson learned: 25 percent ​

At Auctane, I had a senior dev working on tech debt, this was critical for some small segment of customers and my PM was looking forward to it being devliered. A churn happend on other team and they had a higher priority project. That EM approaced me to help him deliver the project. I had to reshffle the resource and had to push back on the timing for this tech debt project . The compramise I made was to put hold the project we had been working and convince my PM that this was most optimal approach for the company.

I believe my biggest achievement is building a high performing team amongst a lot of chaos. I started as an engineering manager for replenishment team, soon due to restructuring I was asked to lead a different BU called Parcel and I was given the team from scratch, 8 months into this I heard the leadership is deciding to put Parcel on KTLO and give me a new tier 1 service called channels. This service was highly unstable with a lot of issues and tech debt. This service was transitioned among 4 engg manager in past three years (4th me). 

TASK

My job was to do a successful transition of this service and keep the team motivated

Actions

- When I got to. know about Parcel KTLO and having a new product under me, I wanted to ensure this is communicated to the team clearly with empathy and I wanted to ensure the team that this will only benefit their growth

- I started with a team meeting, shared a couple of wins that we did in parcel, shared even though we did so much, Parcel is being put on KTLO for various xyz reasons.

- I told them every crisis situation is an opportunity and by channels coming under us, we can showcase that even the toughest of the services can be maintained if the tech debt is continuously addressed

- Post team meeting I kept 1:1 with every member and listened them, helped answer their questions

- A couple of team members did share that they felt proud about what they developed in Parcel and were feeling sad that it was going in KTLO.

- I shared that products coming in KTLO happens sometime and this in no way reflects the teams performance, infact our teams reputation is very good amongst the leaders thats why they have given us the most important service (which is also in the worst shape)

- Under previous engg managers there was minimal to no improvement in the service on tech and product side because they were busy fixing on call issues

- I worked with the team to fix this by assigning ywo people to on call and rest two on fixing the issues from root cause. 

- In a couple of months this gave us brwating space since the oncall issues reduced directly impacting reduction in customer queries

- We got appreciated by leadership for this

Result

- Team members were highly motivated

- Learnt a lot

- Got appreciated by leadership for this hard works