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The last conference I attended was the Open Source Security Foundation. As I was leading the Dart & Flutter security program I wanted to learn about the innovations, tooling and services that other open source projects were using.

There were interesting conferences for tooling to sign artifacts with a single command and how the open source community was working in tooling to build, sign and release artifacts in a secure way for everyone using GitHub.

I learned that there were many technical innovations that I could use to speed up the Flutter Security Program, for example implementing secure build workflows using github actions. I also met several people working on similar projects and took the opportunity to share our lessons learned and challenges. Later on the connections with the open source security foundation proved very useful during technical reviews and collaborations.

I designed a FinOps application where cloud consumption was valued not only in money, but in CO2 emission connected to particular instance or service usage. This allowed to run gamification between teams not only on cost reduction, but on how much they can reduce co2 wastage. we called it GreenOps

I see myself working at the intersection of engineering and quantitative finance ideally at a hedge fund such as Two Sigma. My past experiences at Harvard Medical School and internships at MITRE/rapStudy have given me an interest in creating scalable systems that are high performant and capable of ingesting large amounts of data for model development and research.  I strongly believe Two Sigma is the perfect place for me to work on these highly technical projects. Additionally, I also look forward to the prospect of entering leadership roles during my career, where I can play a more impactful role in prioritizing cultivation of engineering talent and projects in fields such as low-latency and data engineering.

while reviewing one of the older projects that was currently implemented in the company I noticed that there was no alerting in place if the data pipeline breaks, the data pipeline has never been broken and it never failed for the last 2 years. it was a pipeline where the data would be dropped into an sftp bucket by the customer every hour and then it was moved to an s3 bucket where s3 triggers were implemented to moved the data in to queue. So in case there is an issue with the data not being processed we would only know when the we see a drop in volume. I identified it as a potential issue with the system and worked on a proposal to have monitoring in place so we are notified when there is an error. I worked with the program manager and devised a plan on how to implement the alerting and the time lines as well as the effort that will be needed to implement it. I mapped the impact of not having it to the current goals of the company and then put forward a proposal of implementing the alerts to the business and took their buyins. after getting the buyins I proposed the task to my team and some of the sr devlopers were not too keen on implenting the alerts, I gave the task to some of the Jr devlopers and the alerts were implemented. after the implementation we discovered that for some hrs in a day we werent getting any files so instead of getting 24 files in a day we were getting 20 files a day in an average. This was rectified by talking to the customer and the missing data was solved. but this made the whole team realize the importance of monitoring and alerting. It also bosted the moral of the Jr developers seeing the direct impact they made to the business goals

Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

With a major product launch on the horizon, expecting to triple the user load. The infrastructure was non-optimized for demand and incident response was non-harmonious across teams with no set process.

As the SRE Manager, I'd have to implement project changes to infrastructure to accommodate high availability and scalability. I discovered a long-standing issue surrounding incident response and observability that would make it all the more difficult to achieve reliability under pressure and peak traffic.

Therefore, instead of fulfilling the project requirements as presented, I became an advocate for change across the organization. I established an observability platform with 100% stack coverage, created custom SLOs/SLIs/error budgets to enhance performance and reliability visibility, drafted and socialized an incident management playbook across the company and held hands-on trainings for all respective teams. In addition, I advocated for Terraform for Infrastructure as Code to help with deployment time and held FinOps reviews to help eliminate redundant costs in cloud spend.

As a result, we did not only survive the 3X traffic upon product launch with zero critical incidents, but we also achieved 15% saves the following years in cloud costs and 40% faster deployments. Many of the processes I created were adopted as company-wide best practices.

The individual in question was hired for a new team I was setting up to build a product from scratch for an internal client. Since this was a new initiative, we needed to collaborate with multiple internal partners and conduct a series of brainstorming sessions. Unfortunately, this candidate frequently exhibited a fixed mindset during discussions, often leading to arguments that created discomfort among other team members.

I noticed this behavior during meetings, and several team members shared similar concerns in their one-on-ones, mentioning that their ideas and opinions were often dismissed or debated. This feedback highlighted a risk to team morale and the potential loss of valuable input from the group.

I addressed these concerns with the individual directly, emphasizing that teamwork and collaboration are essential to our success, and that respecting others’ input strengthens the final product. Although the individual initially seemed receptive, the behavior persisted. Consequently, I implemented formal coaching on teamwork and collaboration, and took a more active role in guiding discussions to create a comfortable environment for the team. The individual was placed on a PIP (Performance Improvement Plan) focused on teamwork in their focal review. Over subsequent quarterly reviews, I observed significant improvement in their approach to team discussions, with notable progress in collaborative behavior.

The last conference I attended was the Open Source Security Foundation. As I was leading the Dart & Flutter security program I wanted to learn about the innovations, tooling and services that other open source projects were using.

There were interesting conferences for tooling to sign artifacts with a single command and how the open source community was working in tooling to build, sign and release artifacts in a secure way for everyone using GitHub.

I learned that there were many technical innovations that I could use to speed up the Flutter Security Program, for example implementing secure build workflows using github actions. I also met several people working on similar projects and took the opportunity to share our lessons learned and challenges. Later on the connections with the open source security foundation proved very useful during technical reviews and collaborations.