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At Auctane, when during the re-architecture presentation I presented that we should be using ElasticSearch for advanced search and reporting features - a Sr. Manager from another team challenged this choice and said that it cannot serve, the company had tried to host and operate in our Data center before and failed - I had this data and presented that facts - I told that ELK cluster can scale horizontally and since this time we would be using AWS managed Elastic Search operations would reduce for our team. By preparing for this meeting and having some prior knowledege did help me answer this question and gain trust by the larger team.

At Auctane, I had a Sr. Engineer who was very harsh with Jr. Engineers in giving feedback. This led to Jr. Eng afraid of approaching with advice and team morale go down and productivity was down by 10%. I had to coach this teammate to not be hostile and instead approach people with Empathy and show ledership in asking the right questions and help them grown in their carrer as well - with this change in attitude, I saw that the team gel much better and the productivity increased overtime. 

• There was a time the team was developed a search optimization capbility for users based on given requirements by product manager, so it could add more search filters for faster accessibility so . I asked the team to create demo on dev environment and to show customer, in order to make sure it is aligned with users need. I scheduled the meeting and we showed the demo, suddenly we undrestood all the usecase were not covered by program manager which lead to poor design it means some of the file type were not identified by specific locations. And that wasn't a feature for customer. On the other side we didn't have enough time. Since we needed to release this feature on time and as manula accessibility got block the program ​
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• So I pushed the product manager to schedule meeting with diverse useres to make sure to capture diverse uses cases. I put together team and we discussed on options and tried reestimate we identified that by one more api resource we can have this feature on time. So I escalae that to leadership since the timeline was crucial for them, they assign api resource from india Lesson learned: 25 percent ​

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.