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Behavioral
8 months ago
Have you ever worked with a colleague on a project? How did you contribute to the outcome?
Engineering ManagerData Engineering ManagerML Engineering ManagerUX Designer

Teradata

NetSuite

Sprout Social

As an EM it is our responsibility to assist my team members so that they can grow. So I want to narate one scenario where I helped team member grow and it provided me an enormous learning. 

At hyperface when we were breaking monolith into micro service , there was a lot of work required at one of the component called integration service, this service was acting as a link between external bank system and hyperface Credit card as a service core engine . As work on this layer was more I moved one of the SDE-1 t that team , this team along with coding required lots of communication with business team as well , at that moment I found that the SDE-1 who was a good performer on core team started struggling in that team . I connected with him on 1:1 t ocheck is it because of he is not liking the work or is he having some personal issues as it was  hard to digest that person who is doing well in solving complex problem is struggling with not as challenging issue , at that moment I found that he is having issues in his communication , he feels underconfident interacting with other team , out of pressure commits what ever other team says. 

At that point fir I told him not to worry he is doing a good work and with him I created a framework to deal with this scenarios like always prepare before the meeting note done the important pointers , if you ae not sure d not commit always say I will get back after  discussing with team , for any communication rather then personal messages include relevant stakeholders as this will provide help . and also told him that improving communication is not an over night job. As a result of which withing one month following this practices his communication improved and it started reflecting in his work.

Learning : to help people grow always try to assign them the different type of tasks so that they will become aware where they are lacking and then help them grow

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8 months ago
Behavioral
9 months ago
In your opinion, what are some of the most important behaviors or qualities for gaining trust within a team, and how do you display them?
Engineering ManagerData Engineering ManagerML Engineering ManagerUX Designer

Teradata

Western Digital

FleetSmith

+19

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.

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9 months ago
Behavioral
9 months ago
Can you describe a situation where you had to use your powers of persuasion to get others on board with an idea you had? What did you do?
Engineering ManagerTechnical Program ManagerSoftware EngineerBackend Engineer

Teradata

Guidewire Software Logo

Guidewire Software

Remitly Logo

Remitly

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9 months ago
Behavioral
9 months ago
Can you give an example of a goal that was not attainable, and what challenges you faced along the way?
Engineering Manager

Teradata

Merck Logo

Merck

Steam Logo

Steam

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9 months ago
System Design
9 months ago
Design a system for detecting fraudulent transactions at Teradata
Engineering ManagerSite Reliability Engineering ManagerML Engineering ManagerSite Reliability Engineer

Teradata

Hootsuite Logo

Hootsuite

Gett Logo

Gett

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9 months ago
Technical
9 months ago
What steps do you take to set the SLO threshold for errors, and what do you keep in mind during this process?
Engineering Manager

Teradata

Improbable Logo

Improbable

Compass Logo

Compass

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9 months ago
People Management
9 months ago
Tell me about a time you helped a direct report get promoted? What was your role in the process and how did it go?
Engineering ManagerData Engineering ManagerML Engineering ManagerData Science Manager

Teradata

Cognizant Logo

Cognizant

Epic Games Logo

Epic Games

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9 months ago
Behavioral
10 months ago
Discuss a job or project that forced you to expand your skillset. How did you approach the challenge and how do you believe this experience will aid you as an EM at Teradata?
Engineering Manager

Teradata

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10 months ago
XFN Leadership
10 months ago
Can you discuss your approach to managing stakeholders in the event of a project delay or setback?
Engineering ManagerML Engineering ManagerData Science Manager

Teradata

Procore Technologies Logo

Procore Technologies

Grafana Labs Logo

Grafana Labs

+1

Yeah, so let me break it down in terms of the first part of the question, which is who are typically my stakeholders. So I often work with startups, in which case stakeholders are often my CEO, my co-founders, cross-functional partners in design, marketing, at times compliance and legal, and then oftentimes just the investors, straight up. And for the second part of the question, you asked what's a time that we didn't meet expectations in a timely manner, and how do I go about managing their expectations, right? And concretely what that looked like, my process is essentially getting the status report internally, get all the details. Two, present that information, communicate what the situation is. Three, manage expectations in terms of what we believe we'll be able to get done, what the next steps are to remedy, and when we can get back on track. Four, have milestones and metrics in order to inform our progress, so make sure we're on track for the next milestone. And five, support and follow-up in terms of I'm blocking my team, keeping everyone in the loop, and making sure having a retrospective on the next cycle when we did or did not meet those expectations. So concretely what this looked like was there was a cycle at Dendron, this company where I was an engineering manager essentially for a team of 10, and we had not yet found product-market fit in terms of finding the right users, needed to hit retention metrics of a very high percentage, and this was taking more time than expected. This is like the most important metric for any startup. So internally, well, I talked with the team and it looks like, yeah, we're mixed it, where there's an interesting hypothesis developing around what's possible, and we have figured out possible next steps in terms of new features that we wanted to build. We brought this information to our meetings with our investors, and we were able to say, look, these metrics look promising, and we're developing new hypotheses, new features to test in those. So we were able to keep them up-to-date on what our progress was, what our plan was going to be, and we had these metrics in terms of goals we wanted to hit. For example, we wanted to hit 70% four-week retention on these metrics, these milestones, and we were able to inform them in the next couple of weeks on our progress with respect to those metrics. And concretely, we were able to engineer these solutions, in particular with infrastructure engineers, actually, for this note-taking app that we were building. So we realized a lot of parts that they were missing was they didn't need to context switch, so we built features that allowed them to take notes as efficiently as possible on the configurations or whatever they're working on without context switching out of that engineering mode. And we were able to deliver and grew retention from something like 50% to 70% within that particular niche, and we were able to get the buy-in and the trust of all those stakeholders back again.

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10 months ago
Behavioral
10 months ago
What would you say your biggest achievement is, so far.
Engineering ManagerUX DesignerUX ResearcherData Science Manager

Teradata

Hailo Logo

Hailo

Magic Leap Logo

Magic Leap

As Program Manager my biggest achievement was leading the development of a complex electromechanical module for HP. The project consisted of developing and producing a huge electromechanical module for a high-speed large format printer.

I was in charge of overseeing the entire Product Development Process, from requirements gathering and solution design to development, testing, deployment, and mass production release.

The Key aspects of this project included

1.Strategic planning: I developed a plan including the project Objectives, scope, and deliverables, as well as timelines, milestones, and resource requirements.

2.Stakeholders management: I engaged with key stakeholders such as business leaders, external vendors, and customers to keep them all on the same page, ensure alignment, and address concerns.

3.Risk Management: Identifying potential risks and challenges associated with product performance, compatibility with external modules, material availability, etc.

4.Collaboration and Communication: I facilitated collaboration and communication among cross-functional teams involved in the project, including engineering, operations staff, and materials, to ensure alignment.

5.Quality Assurance: Implementing robust testing processes and quality assurance measures to ensure reliability and performance.

6.Mass production release: Worked with all operational teams to ensure material and factory readiness to launch the program to mass production

Finally, the project was released on time and satisfied all stakeholders, internal and customer. This reinforced the importance of clear and transparent communication between stakeholders to drive successful technical outcomes and foster a collaborative team environment.

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10 months ago

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