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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.

In designing a new website, first analyze the content and target audience data to determine objective and threshold values in terms of site access and minimal and peak access times. Once you've determined the values you can design an N-tier server architecture to reduce load on single section by having an SSL decryption server, a app server, a database server, a content server and then multiple load balancers set up to distribute access loads based on your objective and threshold values. In a cloud based architecture, the use of individual docker containers for app / DB / encryption, etc accomplishes the same goal, with a kubernetes disturbed framework latency can be reduced and speed increased. 

Situation: During the first calibration of Non-Maturity Deposit (NMD) models, I was working with a senior colleague and a consultancy firm to implement these models. At that time, market rates were rising, and the consultancy firm suggested calibrating a key parameter, the "beta," to be highly sensitive to market rates. My manager agreed, but I disagreed, as I believed this high sensitivity could lead to inaccurate estimations in future calibrations.

Action: I engaged in discussions with my manager and the consultancy firm to fully understand their reasoning. They argued that a more sensitive beta could improve management of metrics like Delta EVE and Delta NII, which was valid. However, I pointed out that we lacked sufficient evidence to support such a high beta and that it might cause issues in future estimations. To address the disagreement, I conducted a sensitivity analysis, testing the model under various market rate scenarios.

Result: The sensitivity analysis helped us reach a compromise. We agreed to lower the beta, ensuring more stability in the model's performance. This adjustment allowed for a smoother transition of the parameter, ultimately improving the model's reliability while maintaining good risk management practices.

several steps. to start, when a developer finishes his/her work, they need to provide documentation for management's review and approval. PRs need to be submitted and approved by other engineers. The development work should include end to end testing, either internally or externally with client specific testing, depending on the specifications. This testing needs to be thoroughly documented as well. Teams can host weekly demo sessions, where work can be presented to engineering team, managers, and clients. A team culture needs to be created in which engineers are encouraged to ask questions whenever they come up.

In my previous role leading a digital transformation program for an insurance client, we initially defined a clear scope focused on automating core customer service processes. Midway through the program, several business units began requesting additional features-such as integrating new third-party tools and expanding automation to non-core processes. While these requests had merit, they threatened to stretch our timeline and budget.

To manage this scope creep, I took the following steps:

1. Documented Requests: I logged every new feature request in our change control system, capturing the business rationale and potential impact.
2. Impact Assessment: My team and I assessed each request for its effect on resources, timeline, and overall program objectives.
3. Stakeholder Review: I organized a dedicated session with key stakeholders-including business leads, IT, and finance-to review the proposed changes and present our analysis.
4. Prioritization and Decision: Together, we prioritized the most critical enhancements that aligned with strategic goals and agreed to defer or phase out lower-priority requests for future releases.
5. Transparent Communication: I communicated the decisions and rationale to all stakeholders, ensuring alignment and managing expectations.
6. Updated Documentation: The scope document and project plan were updated to reflect the approved changes, and the change log was maintained for ongoing transparency.

Result:
By applying a structured change control process, we delivered the core program on schedule and within budget, while also creating a roadmap for future enhancements. Stakeholders appreciated the transparency and felt engaged in the decision-making process, which minimized resistance and maintained trust.

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. 

To earn trust within a team, I believe it’s important to start with a small, achievable task and deliver a high-quality result on time. Once I’ve proven that I can deliver reliably, I gradually take on more complex tasks, building credibility along the way.

Equally important is asking the right questions and actively participating as a team member. At XYZ, when I joined a new team, I gained trust by ensuring that we only committed to tasks we could realistically deliver. Once we met our goals, I took the initiative to showcase our accomplishments to leadership, highlighting the team’s impact and visibility.

By consistently delivering results and advocating for the team, I was able to earn the trust of both my teammates and leadership.

1. Situation: Our cloud bill had been steadily increasing, but engineering teams lacked visibility into which workloads were driving the cost. Leadership wanted accountability, but SREs like me knew that finger-pointing wouldn’t solve anything without data.
2. Task:I wanted to design a way to give each team ownership of their spend — without adding operational overhead — while also uncovering unused or over-provisioned infrastructure.
3. Action:I built an internal “cost dashboard” that pulled billing data from our cloud provider’s API, tagged resources by team and environment, and visualized it by service, team, and project. But the innovative part was integrating it with our CI/CD workflows: before a PR deploying new infra could be merged, it would estimate the monthly cost impact. I also built a Slack bot that sent weekly team-level cost summaries and flagged idle resources.
4. Result: Within two months, teams identified and shut down $8,000/month in unused dev resources. More importantly, it shifted the culture — infra cost became part of architectural discussions. Finance even started using our dashboard during quarterly planning instead of relying solely on billing exports.