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In my last role I had to make a UX decision about the product that will balance functionality for the user without compromising performance. After testing a few options and validating it with internal stakeholders I released the updated UX, but then the CEO (who was a heavy user of the product) was against that change. I saw down with him and explained my reasoning and the process that I took to validate the solution, and gave him the option to try it himself on an early version. Once he saw the big picture he agreed that my solution was the right approach, but asked that next time I will consult with him before releasing changes like this. 

In my role leading the launch of that new customer onboarding system, the pressure was really on. We had that tight three-month window and a lean team to build something that would be the first impression for all our new users. One specific hurdle we faced was integrating our legacy customer database with this brand-new system. The data structures were quite different, and initially, the data migration process was proving to be much slower and more error-prone than anticipated. This threatened to push our launch date.

To tackle this head-on, I didn't just delegate. I dove into the technical details with the lead engineer. We mapped out the data fields meticulously, identified the key transformation rules needed, and actually prototyped a more efficient data migration script using Python. This allowed us to automate a significant portion of the process that was previously manual.

Furthermore, to ensure we were building the right thing quickly, we implemented very short feedback loops. We'd build a small piece of the onboarding flow, get immediate feedback from a small group of internal users, and iterate based on their input. For example, early on, users found a particular step in the registration process confusing. Based on their feedback, we completely redesigned that screen within a couple of days, leading to a much smoother experience.

By getting into the technical weeds to optimize the data migration and by relentlessly focusing on user feedback through rapid iterations, we not only overcame the risk of a delayed launch but also delivered an onboarding experience that was significantly more user-friendly than initially envisioned. It was incredibly rewarding to see new customers move through the system so smoothly right from day one. That success really underscored the power of combining technical problem-solving with a user-centric approach

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 working with 5 customers at once, and had to focus on those activities where I could make a difference, make the most impact, that I could not delegate, and where I could balance with other priorities - in order to do that, I measured the priority of the tasks by the cost of delay, in other words, the impact of not doing them at that time. Then, with more clarity about the priorities, I thought which ones I could delegate to other team members, and if that made sense, with the required support and guidance from my side. Working as a team and not trying to get everything done yourself is key in the long term with multiple, competing priorities. Then, organizing my time well in short, focused timeslots for the most important tasks, made a difference.

I stand out because I combine operational depth with a transformation-focused mindset. At Mercer, I didn’t just manage benefit renewals—I identified inefficiencies and built solutions, like a global provider template that boosted data accuracy from 50% to 95%.

I also simplified complex reporting processes, saving over 15 hours per client while improving quality. What differentiates me is that I don’t wait for problems to escalate—I proactively redesign processes, engage stakeholders, and deliver scalable outcomes.

That mindset of continuous improvement and strategic thinking is what helps me make a lasting impact.

So for my current role we move in a very fast paced environment, and we brainstorm new ideas everyday on how to make our workflow more efficient and more reliable, which can definitely get overwhelming over time. So I would first assess projects' urgency and impact, and then for each project, I break it down into small milestones. After that I track them on project management tools like Jira to ensure I allocate my time effectively and communicate proactively with stakeholders

Having a long-term goal clearly set, breaking it down into near-term goals helps visualize our progress and what is expected on a day-to-day basis. By hitting the near-term goals I'll understand and grasp the depth, gain insights from the stakeholders, and would be able to achieve the long-term goal. setting near-term goals also help analyze trade-offs along the way