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• Self-Motivated: I thrive on challenges and take initiative to learn and grow without external prompts.
• Passion for Exploration: I love exploring new places, immersing myself in diverse environments, and gaining fresh perspectives.
• People-Centric: I enjoy engaging with new people, building connections, and exchanging ideas.
• Mentorship: Mentoring others is something I genuinely enjoy, as it allows me to share knowledge and help others grow.
• Appreciation for Art and Culture: I have a deep love for art, culture, music, and world cinema, which enriches my creativity and worldview.
• Cooking Enthusiast: I love experimenting in the kitchen and trying out new dishes, blending culinary skills with creativity.

I led a project to implement a new feature in our loan processing system aimed at reducing API latency for faster loan approvals. Midway, I encountered data inconsistencies and latency issues caused by schema mismatches between the new API and our backend services. To resolve this, I optimized the data schema mapping, streamlined query performance, and introduced Redis caching for frequently accessed data, which significantly reduced the API call frequency and improved response times.

I also collaborated with QA to parallelize testing, allowing us to catch issues early. By continuously optimizing our microservices with adjustments to load balancing and asynchronous data processing, we increased processing speeds by 20%. While the deadline was slightly extended, our enhancements directly improved loan approval times and were a solid technical win for both the team and the user experience.

When buildling the next generation instance, during the planning phase I budget the amount of servers we will launch the product with. Given each server cost was over 2 million dollar I biased to towards frugality and provided a bare minimum number of server we could launch with. But what I completely missed was during the developement some servers will end up in bad state and the engineering team will short of servers to test the software and firmware getting built which made meeting the project timeline riskly and heavily dependent on delivery schedules of servers and them staying healthy. This quickly became a bottleneck that I realized. I quickly put togther a plan to request adittional server and provide a detailed breakdown on where and how these would be used during and after developement. Synced with the hardware and ODM team and executives to get a approval and ordered the parts to get the servers and racks build at ODM. 

In my previous role, I led a team to launch a new kit. The team included individuals from product support, segment marketing, sales, and customer support, and we were tasked with launch the product to market within a specific time frame to address a rising demand.

We faced the challenge of managing tight deadlines and aligning cross-functional teams with diverse priorities. To address this, I ensured that everyone understood the key objectives and customer needs, fostering collaboration and creating a detailed project roadmap. I set clear milestones and facilitated regular check-ins to ensure we were on track.

One of the biggest hurdles was getting buy-in from the sales team on the new product's value proposition. I worked directly with sales leaders to develop tailored sales tools and training materials, ensuring the team could effectively communicate the product’s benefits to customers.

By maintaining a clear focus on customer needs and empowering the team to collaborate effectively, we launched the product on time, surpassing adoption targets by 15% in the first quarter. This experience reinforced the importance of strategic planning, transparent communication, and making customer satisfaction a central part of the team’s mission.

I was having a team member, who was technically strong, but when it came to gelling with the team members, he was having problems. His comments/feedback for the technical artefacts, or for ones understanding of a problem, was showing people in a bad light. Team members were apprehensive, working with him. People started to unplug themselves while that person was around. I could sense that, the team’s engagement had started to wane. If that had continued, we were at risk of losing that person from the team.

I initially un-plugged him from the team discussions and meetings and started to have a daily sync-ups with him. Sensitised him about working as a team and how successful teams thrive in the organisation. Made him enrol for some trainings like - Seven habits of highly effective people. Recommended that training mainly because of the focus it lays on - personal change, collaborations with the team etc.

Then he started to show empathy towards the team members, started to mingle with team, started to give constructive feedbacks for the technical contributions and started to show respect to the fellow team members. The bridge that was created, started to disappear. And we finally made him part of all the discussions and meetings and today, he is one of the go-to person in the team.