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I would talk to him 1:1 and mention that I have noticed that and would like to know if there is any reason. 

if the coworker has no reason I would explain the disadv of arriving late and Ala him to be on time 

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

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.

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 think about my audience and what i want them to learn from the conversation so we can arrive at the right co-constructed decision. tha tmeans i communicate in the tone thats strongest for me, first, then adapted in voice for my particular colleagues. im consistent, but then meet them where they are or in the way theyre most likely to engage.

Have a curious mind and approach with understanding. Talk to the person 1x1, see what's up and go from there.

• There was a time the team was developed a search optimization capbility for users based on given requirements by product manager, so it could add more search filters for faster accessibility so . I asked the team to create demo on dev environment and to show customer, in order to make sure it is aligned with users need. I scheduled the meeting and we showed the demo, suddenly we undrestood all the usecase were not covered by program manager which lead to poor design it means some of the file type were not identified by specific locations. And that wasn't a feature for customer. On the other side we didn't have enough time. Since we needed to release this feature on time and as manula accessibility got block the program ​
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• So I pushed the product manager to schedule meeting with diverse useres to make sure to capture diverse uses cases. I put together team and we discussed on options and tried reestimate we identified that by one more api resource we can have this feature on time. So I escalae that to leadership since the timeline was crucial for them, they assign api resource from india Lesson learned: 25 percent ​

I would like to talk about situation. When I was an engineering  manager at digital commerce platform org at Amazon, I was handling close to 11 services, and 

as part of the Rolling Stone initiative where Amazon was trying to move all its services away from Oracle, I had four services that I was trying to migrate from Oracle to the databases hosted on Azure. All my fellow colleagues who were owning services of DCP were doing similar exercise. One of the colleague who was owning digital redemption service had to go on maternity leave, and then couple of engineers earmarked to do this migration for digital redemption service wwere transition out of the organization. That is when I offered to help with the migration of the service. 

So I now had 5 services with competing  priorities where I 

had to manage very tight schedule of service migrations. Planning a very ruthless prioritization, figuring out an optimal execution path of a completely unknown service, interacting with the service upstream clients whom i had not worked with prior, working with an amalgam of My team members and the service owner team members were few of the ambiguous paths I navigated to help do on time migration completion of the   service owned by my collegues.