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So I believe an interesting insight here is that we have a lot of businesses that he has already built:

Amazon (Marketplace, Prime video, AWS, IOT devices) - Earth’s most consumer centric company (Focused on day to day consumer products)

Blue origin : Make space travel affordable

Washington Post : News & Media company

Bezos earth fund & academy : Education related

New business like these or a subsidiary business for amazon? - New business

Alright now let’s look at some of the synergies in his business decisions :

• All of them are for Global markets - Something that is a key need for humans everywhere.

Now what are the core needs for a human :

• Food

• Water

• Clothing

• Shelter

• Sleep

Be futuristic – Bezos backs moonshot ideas that reshape industries.

Food : Competitive

Water : Highly competitive , not much tech

Clothing : Highly competitive , not much tech

Shelter : Mostly government driven

Sleep : ??

Interesting problem statement : Help humans sleep better.

Amazon sleep :

Sleep pods

Sleep wearables

Store sleep data on cloud

My philiophy around coaching style is it dependes on the situtaion - At xyz - I had a situtation where in I had to resolve a conflit between my Sr. Dev and a DBA, I took this as a mentoring moment and coached Sr. Dev to be more collobrative and present the facts insted of being dismissive and taking a high ground. 

At the same time my coaching style changes when I am dealing with a Junior Dev - during the implementation phase I would probe and ask them to come up with a better solution emporing them to be better developers

I recently took over a team from a different tribe, my approach was to observe what the team was doing and how I could best help them. 

One of the observations was that a team member was not contributing as much as was expected and ultimately was underperforming. I raised this with the previous line manager and he validated my concerns and said that he will likely get another developing in performance review and be put on a PIP. 

After some initial conversation with the individual, discussing what I've observed and how his not meeting expectations, I was pretty sure, this person was checked out and was likely heading for a difficult performance review

However, after some further discussion and people a relationship with that individual, they opened up and start to share their difficulties they were having. This then allowed me reach out the necessary teams to get them the support they needed. 

Utlimately, they proved me wrong, as due the the hard work with both put in, his on track for a good performance review 

I

I led a project to offshore processes from US to Brazil.  In that effort, I was able to get the baseline KPIs from current state, and track and measure the results when the transition was completed.  We measured the volume, inventory levels, and response time for product returns.  In addition, we measured the Sales out Revenue for IBM manufacturing.  Ultimately this change resulted in an improved process and a more streamlined revenue reporting process that saved the company over $1M annually.  Once the project was considered successful, we incorporated all metrics into the operational cadence for business reviews.  

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.

So for my current role we move in a very fast paced environment, and we brainstorm new ideas everyday on how to make our workflow more efficient and more reliable, which can definitely get overwhelming over time. So I would first assess projects' urgency and impact, and then for each project, I break it down into small milestones. After that I track them on project management tools like Jira to ensure I allocate my time effectively and communicate proactively with stakeholders