The most comprehensive bank Interview Answer Review tooling available online.

Earn Trust by:

1. Listen to the team, understand what outcomes they are seeking.

2. Figure out what value you can deliver for the team and produce an actual deliverable

3. 
   

I tend to deal with persuasive conversation in a way that tends to benefit all parties involved. And one effective strategy I have found useful is to rather than straight up say no and get into a confrontation, I tend to understand where the party is coming from and what are the goals the party is trying to achieve and what can be done to get into a win-win situation for both parties. Especially in Amazon this comes into play almost every with the amount of dependencies each team has and so much away team work being done.
One example I can think about was my sister team who manager License Manager was working on a S Team level project where they unearthed a dependency on my team pretty late into the cycle and there was very little time the team could do to do an away team effort and came to me for the work to be done. I first understood the business impct of their project and ceded control in this situation by explaining that I have my core projects coming up but one invent and simplify thing we could is to push back the component’s work to later in the dev cycle and provide my support for their project which they can later come back and finish off for my project. In this bargain I was also able to convince my counterpart to provide me their Sr Engineer to do that work as we were taking a risk to my project by pushing that component out. The outcome of this arrangement was that we were able to deliver their project in time as well as get their best engineer to work on my project which led to a timely and high quality deliverable for my project as well.

a) Enabler - a good manager should empower his team to succeed 

b) Execution and Stratergy - should be laser focused on execution and should be able to think of problems before they happen and solve both people and business problems with technology

c) Lead the mission from the front, shield the team from distraction and celebrate team success.

At Auctane I enabled my team to succeed, I came up with the vision of solving customer problems and executed key projects to help impove CSAT by 25% and increase reveneu by 5 million $. I celebrated my teams ontime and within budget - with my team making sure that they get the kudos for the role they played.

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.