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As a QA leader I had to choose between run a full check of a new functionality that wasnt very popular or use or let the change pass over with the aprove of the PM for some time saving. I choose run the full check, take a few days more, but when the functionality goes to production it works well, without any bugs.

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

I try to understand their point of view and be open to new ideas. If I listen without being defensive I know  the other party will also listen. That way we can take the best idea from both and come up with great solution.

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. 

Earning the trust of a team is essential for effective collaboration and success. I approach this by:

1. Being Transparent: I prioritize open communication and honesty. For instance, during a project update meeting, I openly shared the challenges we were facing, which helped build trust among team members as they felt informed and included in the process.

2. Listening Actively: I make a conscious effort to listen to my team members’ ideas and concerns. When a colleague proposed a new strategy, I encouraged discussion and incorporated their feedback into our plans, demonstrating that I value their input.

3. Following Through on Commitments: I ensure that I meet deadlines and deliver on my promises. For example, when I noticed our team was at risk of missing a deadline on a key project, I took the initiative to reorganize our workflow, delegate tasks more effectively, and set up short check-in meetings. This allowed us to complete the project on time, reinforcing my reliability to the team.

4. Showing Empathy: I take the time to understand the individual needs and motivations of my team members. By being supportive during high-pressure times and recognizing their personal challenges, I create a safe space for open communication.

5. Encouraging Collaboration: I foster a team-oriented culture by celebrating collective achievements. After we completed a project successfully, I organized a small team celebration to recognize everyone’s contributions and strengthen our bond.

6. Being Approachable: I maintain an open-door policy, inviting team members to share their thoughts or concerns. This accessibility helps establish a friendly atmosphere where everyone feels comfortable engaging with me.

By implementing these strategies and sharing specific examples, I build a foundation of trust that strengthens team dynamics and enhances overall performance."

In my current role, I led a team of 6engineers, 3quality analysts and 3 partner account managers to build and deliver a product for enabling integration with tax authorities government portal and partner tech systems to systematically onboard the partners and consume, validate and pay their invoices in line with local authorities regulatory requirements. My role involved partnering with internal xyz transportation business teams of outbound, import and returns business, financial operations, procurement and controllership teams to align on the business and tech requirements, understand the tech integration dependencies, accounting requirments and define the MVP, change management and then drive the go to market strategy through a dial up.