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I graduated in May 2024 and recently wrapped up my role at Bright Mind Enrichment. It was a great experience, and I stayed through my agreed-upon commitment.  At this point, I’m looking for a full-time opportunity that offers deeper ownership, long-term growth, and technical mentorship—especially in a full-stack environment like Atlassian’s.

In my current role, I led a team of 6engineers, 3quality analysts and 3 partner account managers to build and deliver a product for enabling integration with tax authorities government portal and partner tech systems to systematically onboard the partners and consume, validate and pay their invoices in line with local authorities regulatory requirements. My role involved partnering with internal xyz transportation business teams of outbound, import and returns business, financial operations, procurement and controllership teams to align on the business and tech requirements, understand the tech integration dependencies, accounting requirments and define the MVP, change management and then drive the go to market strategy through a dial up. 

In the Meraki integration project, the supply chain process required significant optimization of the entire flow. To achieve this, most of the shipping-related process needed to be modified. However, the team lacked sufficient time to complete the work because the planned use of an adapter did not work, requiring me to redesign the flow.

With limited time remaining before system integration testing (SIT), the cross-functional teams and other tracks were ready to test their code, and management was unwilling to postpone SIT and Cycle 1 testing. Since there was an additional round of SIT and Cycle 2 testing planned, I decided to proceed with the changes that the team had already completed. We migrated the completed code to the test instance and communicated that only Phase 1 of the changes would be released initially, while the remaining changes would be delivered during Cycle 2 testing.

I ensured the Phase 1 delivery was designed to avoid impacting the end-to-end flow, allowing the other teams to proceed with testing their portions of the code. This approach ensured that other teams' deadlines were not affected. I also informed the cross-functional teams that the OTM and GTM changes were completed, and the remaining shipping-related code optimization would be delivered before Cycle 2 testing, along with the next round of SIT.

By taking this approach, I ensured that complete testing was not impacted and that the project stayed on track.

בתקופת התיכון התנדבתי בבית ספר לחינוך מיוחד בשם "אל-נור". בחרתי להתנדב שם בעקבות חוויה אישית עם קרוב משפחה, שלימדה אותי עד כמה חשוב להעניק תשומת לב ותמיכה מתאימה לתלמידים עם צרכים מיוחדים. בנוסף, זהו בית ספר קטן עם צוות מצומצם, כך שראיתי בכך הזדמנות לקחת חלק משמעותי ולהשפיע. הגעתי להתנדבות פעם בשבוע, עזרתי לתלמידים באופן אישי, העברתי תכנים לימודיים דרך משחקים בקבוצות יחד עם המורים, וסייעתי בארגון וסידור הכיתה אחרי שהתלמידים הלכו לישון. לפני שהתחלתי, חששתי שלא אצליח להתחבר לתלמידים או להיות מספיק מעורב. בנוסף, לכל תלמיד היו צרכים שונים, ולכן היה עליי ללמוד מהמורים כיצד לגשת לכל אחד – אם הוא על הספקטרום האוטיסטי, עם תסמונת דאון, או עם צרכים מיוחדים אחרים. בהתחלה צפיתי במורים, התייעצתי איתם ולמדתי איך הם ניגשים לכל תלמיד לפי צרכיו, וזה נתן לי ביטחון להתחיל לפתח קשרים בעצמי לשמחתי, עם הזמן גיליתי שרובם קיבלו אותי בשמחה, למדתי לקרוא סימנים לא מילוליים, להבין מה גורם להם להרגיש בנוח, ולהתאים את הגישה שלי כך שירגישו נתמכים ומובנים. נהניתי מהאינטראקציה איתם, וזכיתי בתחושת סיפוק עמוקה

I look after our email platform and our existing solution wasn't flexible enough to handle targeted messages at scale. We were missing an opportunity with users to send personalised messages at the right time to help increase engagement. I embarked on a project to implement a new marketing automation software. This project required alignment across our product, data, retail, security and legal teams. I spent time researching the availble tools in the marketing and workshopping requirements with relevant stakeholders, we created an RFP and sent to a number of suppliers. Each round of the RFP I assigned a score to the company and gathered feedback from stakeholders. This ensured the decision making process was fair and we had strong evidence when sharing the business case to senior leadership.

Once we decided on the supplier, I was responsible for implementing the tool which required support across various teams within the business. Implementing something cross-functionally

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

During my tenure at Cisco, I participated in a project where I collaborated with a devops team and testing team to accomplish the resource allocation . At the end of the project, each intern received an evaluation from our direct supervisor. I was surprised to find that my performance rating was lower than I expected, given the contributions I felt I had made.

Task:I wanted to understand the basis for the rating and felt it was important to clarify any discrepancies between my self-assessment and the supervisor’s perception. My goal was to maintain a positive relationship while advocating for the work I had done.

Action:I requested a brief, one-on-one meeting with my supervisor. In that meeting, I calmly listened to their feedback to understand their perspective fully. Then, I shared specific examples of my contributions:

• How I had taken the lead on documenting the current resource allocation and new resource allocation based on my experience.

• My involvement in proper resource allocation resulted in 25% reduction of P1 issues due to resource allocation.

• The additional responsibilities I took on to get all resource approvals and helm script changes went unnoticed.

I also provided the documentation and metrics I’d been tracking to illustrate the impact of my work. By centering the conversation on factual evidence and outcomes, I was able to highlight aspects of my contribution that might have been overlooked initially.

Result:After reviewing these points, my supervisor acknowledged that some of my behind-the-scenes work wasn’t fully visible to them.  we agreed to have more frequent check-ins going forward. This experience taught me the value of proactive communication and documentation, ensuring that both my manager and I have a clear view of my responsibilities and achievements.

Pushed for single tenancy of application because of monolith and legacy architecture but had to move to multi tenancy later on because of scalability issues.

Situation:

I was laid off from my first job just four months after joining due to budget constraints. This was a major setback for me as I had just started my career. Around the same time, my father suffered a heart attack, which required me to stay at home and take care of him while he was on bed rest for several months. The combination of losing my job and dealing with a family emergency left me feeling devastated, and I struggled to apply for new roles.

Action:

Despite these challenges, I remained determined to grow in my career. While caring for my father, I focused on upskilling myself:

• I attended mentor sessions on ADPList to gain industry insights.

• I reached out to experienced designers on LinkedIn for portfolio reviews and feedback.

• I enrolled in courses through Interaction Design Foundation (IxDF) to expand my knowledge.

• I continuously improved my portfolio and resume, incorporating the feedback I received.

I also actively networked with professionals, which helped me regain confidence and visibility in the industry.

Result:

My persistence paid off. Where I once struggled to pass resume screenings, I started receiving recruiter calls consistently. In fact, this very interview happened because I proactively connected with a senior designer, shared my portfolio, and received a referral for this role. This experience not only strengthened my portfolio and skills but also taught me the power of perseverance, networking, and continuous learning.