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Yes, i coached an engineer to progress into a manager role with an ownership of delivery responsibility for an entire customer account and managing 3 teams. This progression happened in a course of 3 years. This was during the time when I was leading embedded sw organisation, and while building the time I hired this senior engineer.

He showed good promise and transitioned into top performer with good hold on technology, communication skills and mentoring and helping others. We identified dealing with ambiguity as one of the improvement ares and he systematically addressed that. Cleint communication was next identified target area and he improved on that too.

To help him get better, i provided his opportunities at project work, connected him to mentors and also suggested trainings that he can leverage.

Based on his interest to lead a team, we identified team management as learning focus area.

I started him with a small team of 3 memeber s, gave him autonomy to lead and drive his charter interacting with his team, but with regular check-in to assess how he is doing.

This way he made good use of opportunities provided to him and grew in his cadre. At each growth level, we identified opportunities to improve on and facilitating him with various support parameters including regular feedback mechanism and course correction I was happy to grow a senior engineer to a client account manager

When I joined my new team , I took lead on a new project which was complex in nature, had many unknowns and our team had to work on new framework, techstack, data models. The team was following agile methodology and will start with the work in first sprint. there was no concept of zero sprint or story grooming prior to the start of first sprint.

with the existing approach I envisioned some issues:

1. Because the number of unknown were high, the chances of doing wrong estimations for development were high.

2. There were high chances that the prioritisation is not right and we might have to revisit the features again and again.

3.  We might find out about unknowns while we are in the development process and that might cause delays.

To overcome these issues, I suggested some changes in our approach:

1. Increase the planning for one more release cycle and group the features as now, next and later.

2. For the features planned in the now group , prioritise them for the next release and complete the research and PRDs for them one sprint early. That means dev and QA will have 2 weeks extra to go through the stories, find out the dependencies and share the feedback. This helped in identifying if we need POCs for any feature or we can right away start developing them. Or if further modularisation is required.

3. I suggested to track the features related to new project in a different group, because to begin with the pace of the delivery will be slow.

When we begin, we took one complete release only in the RnD and understanding the new framework and doing small POCs to validate our understanding.

From second release, when we as a team were ready with good understanding on the expectations and other tech dependencies we started delivering and we could complete 2 full flows from end to end.

We had very less amount of spillover and could complete almost everything in the backlog, which was a big issue in earlier releases.

As a QA leader I had to choose between run a full check of a new functionality that wasnt very popular or use or let the change pass over with the aprove of the PM for some time saving. I choose run the full check, take a few days more, but when the functionality goes to production it works well, without any bugs.