The most comprehensive bank Interview Answer Review tooling available online.

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

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. 

In my early days as Program Manager, I managed a project for one of our main customers. This project had a very tight schedule and I promised to deliver the first EVT samples in 3 months.

It was my responsibility to ensure everything would be completed on time, and achieve the quality standards defined by the program and inside the budget approved by leadership.

Unfortunately… when I started to deep dive into the project and analyze all the technical details, I realized that it was not possible to get the prototypes ready on time. I missed the deadline by 2 weeks. I felt bad at that time because I failed, so I immediately started to work on a new feasible schedule trying to mitigate the problem. In addition, I arranged a daily opening and closing meeting with the core team to monitor all activities. The root cause of the problem was a delay in some component's delivery and I also ignored one of the Reliability tests defined by Engineering.

So I highlighted the problem to my manager and I shared with him my new plan. I explained the situation to him and I shared the new timeline that I could meet. Then we worked together to commit to the new delivery date. So I learned a lot from that situation, now I’m always adding some buffer to my project schedules and I work more closely with core team members. But the most important learning was, how important is to be honest and raise your hand on time if something goes wrong.

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. 

i was head of events in a student activity called aces and it was a magnificent experience as i gathered a team wich i chose by myself and my partner as they all were hardworkers and creative thinkers of course we had some trouble with them as some of them were being lazy about doing there tasks or procranstinating but we were able to motivate them each time so they would give their best