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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. 

It would be at my thesis, of predicting SEPSIS with AI using multiple models, and the challenge was with time management, since we had 2 problems, the first problem was that we didn't had access to the data base until half of the second semester, since the process to get access to a hospital database was a rigorous process, so we weren't able to go quick with our application. The second one was that a team mate and I had a family member with cancer, so we needed to manage our work load in a manner that we could be present as family and team members, we needed to fulfil our duties on the project, so I planted a prioritization process in witch we focused on our best attributes I on sql queries and documentation, mostly but the situation with the family member of my companion worsen, so needed someone to help with his work load, so I also assisted him with his main tasks as the main designer of the project, mainly on the uml diagrams, so that we could end our thesis 

I am going to make an assumption that the MVP for this product has already been defined, and that it supports our company's mission and strategy.

Before launching I would identify the key North Star metric that we can use to measure success. I would also define 3-4 other supporting metrics that provide additional data for evaluating performance. I would also define contra-metrics which would indicate when we have a problem or adverse impacts in some other area of our business.

I would also define our initial launch group. I would define a population in our core market target so that we can quickly iterate toward product-market fit. I would also include a small population that's adjacent to our target user so we might discover unique insights from that group.

I would try to launch with a minumum set of features. This allows us to save development costs until we have feedback from our metrics and can iterate. I would be sure that the product was built with flexibility and the right instrumentation to enable future iteration and learning.

I'd develop a rollout plan starting with a small number, and establish gates to evaluate performance before we roll to a wider set of users. This helps contain operational, execution and reputation risk in case of any unforseen mishaps. 

Before making the new product live, I would ensure that we have mechanisms in place to support customers and capture feedback. These processes can be lightweight until we are sure we have achieved product-market fit before making them more robust and scaling up our offering.

Finally, I'd be sure to socialize our product widely with our internal stakeholders, and provide them regular updates on our successes and learnings.

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.

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.

When I enter a project with stakeholders who have different opinions, I first focus on understanding their perspectives and the underlying reasons for their views. I make sure to listen actively and ask clarifying questions to fully grasp their objectives and concerns.

For example, during a product launch, I had stakeholders from sales who wanted to push the launch date forward to capitalize on a market opportunity, while the R&D team was concerned about product readiness. To resolve this, I gathered market research data showing the potential revenue increase if we met the original timeline, and I also worked closely with R&D to understand their concerns about product quality. Although there were some objections, I presented a compromise that would allow us to meet the market demand by focusing on a phased rollout. I used financial projections to show that an earlier launch would indeed bring a strong return, while also addressing the R&D team's concerns by proposing additional quality assurance checks before full-scale distribution. This data-driven approach helped us reach a consensus, allowing the launch to happen on time while maintaining product integrity.

Throughout the project, I kept everyone updated with regular communications and used metrics to track our progress against goals. This transparency helped maintain alignment, even when issues arose, and allowed us to quickly address concerns and stay on track.

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."