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During my tenure at Cisco, I participated in a project where I collaborated with a devops team and testing team to accomplish the resource allocation . At the end of the project, each intern received an evaluation from our direct supervisor. I was surprised to find that my performance rating was lower than I expected, given the contributions I felt I had made.

Task:I wanted to understand the basis for the rating and felt it was important to clarify any discrepancies between my self-assessment and the supervisor’s perception. My goal was to maintain a positive relationship while advocating for the work I had done.

Action:I requested a brief, one-on-one meeting with my supervisor. In that meeting, I calmly listened to their feedback to understand their perspective fully. Then, I shared specific examples of my contributions:

• How I had taken the lead on documenting the current resource allocation and new resource allocation based on my experience.

• My involvement in proper resource allocation resulted in 25% reduction of P1 issues due to resource allocation.

• The additional responsibilities I took on to get all resource approvals and helm script changes went unnoticed.

I also provided the documentation and metrics I’d been tracking to illustrate the impact of my work. By centering the conversation on factual evidence and outcomes, I was able to highlight aspects of my contribution that might have been overlooked initially.

Result:After reviewing these points, my supervisor acknowledged that some of my behind-the-scenes work wasn’t fully visible to them.  we agreed to have more frequent check-ins going forward. This experience taught me the value of proactive communication and documentation, ensuring that both my manager and I have a clear view of my responsibilities and achievements.

Situation: I was tasked with building a prototype of our DIGITS app on the Hololens 2, a mixed-reality device. This was new territory for us, and I was excited to explore how our telephony experience could translate to AR.

Task: My goal was to create a working demo that integrated our telephony SDK into the Hololens experience using Unity and C#. I had about two weeks to get something functional enough to evaluate viability.

Action: I dove deep into learning Unity3D and Hololens development from scratch, and spent considerable time trying to bridge our SDK — which was built in C++/C# — with the Hololens platform. Despite my efforts, I couldn’t get reliable communication between Unity and our SDK.

Rather than give up, I pivoted and simplified the approach by porting our existing Windows desktop app into the Hololens environment. This at least allowed for basic app functionality and UI testing. Through further research and prototyping, I discovered a key platform limitation: Hololens did not support background notifications, meaning incoming calls couldn’t be surfaced while another app was in use.

Result: I documented everything, demoed the prototype to my manager, and recommended that we pause development until the Hololens platform evolved. While I didn’t deliver the full solution I set out to build, I learned a ton, clearly communicated risks, and saved the team from investing more time into a blocked path. I see this as a failure in the original goal, but a success in terms of ownership, problem-solving, and protecting resources.

In my last role I had to make a UX decision about the product that will balance functionality for the user without compromising performance. After testing a few options and validating it with internal stakeholders I released the updated UX, but then the CEO (who was a heavy user of the product) was against that change. I saw down with him and explained my reasoning and the process that I took to validate the solution, and gave him the option to try it himself on an early version. Once he saw the big picture he agreed that my solution was the right approach, but asked that next time I will consult with him before releasing changes like this. 

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

I would analyze the following for each of the tasks at hand

• I would first evaluate if there are alternative solutions to temporarily address one task. A quick fix might free up the resources to completely focus on the next task and reduce urgency on this task

• I would evaluate to see if one task can be broken down further and still be able to deliver value to the customer. For Example - deliver functionality over trendy user interface

• I would assess potential risks on business metrics if the tasks are not delivered - revenue, retention rate, operational efficiency

• I would evaluate the team expertise and identify if there is anyone with a higher expertise level who can help expedite on one task

Once I have gathered this information, I will prioritize the tasks based on my assessment on impact on business goals and customer outcomes. Throughout this process I ensure transparent communication with the stakeholders, aligning their expectations and ensure that the team understands the rationale behind the decision.

I have handled several such situations. For example - I had to choose between an important feature update and a performance issue affecting all users. By assessing the risks and leveraging team’s expertise, we delivered a partial feature update while simultaneously fixing the performance issue. This approach ensured we addressed immediate concerns without losing sight of broader goals.

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.