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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

While working on a navigation redesign project, my team and I found that a colleague on another team (a GTM person) was very unhappy about the redesign project. There was a lot of chatter that she was unhappy and had spoken with leadership about her misgivings, but exactly what was bothering her was unclear.

The designer on my team and I decided to set up a 1:1 meeting with this colleague in order to understand exactly what the issues were. We learned that her team was in the middle of rebranding their product and she was worried that the launch of the redesign would undermine the rebrand effort.

We assured our colleague that the launch of the redesigned navigation would not happen for a few months, still, long after their rebrand and the buzz around it would have settled. With that assurance, she was no longer anxious about the redesign project, and we were able to move on with the work.

Simply having a conversation, understanding what the issues were, and coming up with a resolution was all it took.

There was one instance where, we were analyzing our enterprise customers trends on adopting our major release builds, we found that the adoption rate was very slow and takes longer conversion cycles. upon digging further we came to know of the primary reason was their comfortableness with previous version and fear of breakages with new version.
Situation: I along with my team came up with an idea to go for canary based progressive deployment as an approach to bridge this gap and expedite the new versions adaptability. But Senior director of product was not agreeing on to this major shift in deployment strategy.
Task: To further convince the Senior director, I proposed another safe way to pre-test the strategy by launching the early-access program for this progressive roll out on small or free customers.
Action: I collaborated with product, customer support(SRE) and release management team, and prepared the list of such low impact customer base and also roll out the volunteer program for customer who are interested in early access the major build version. We detailed the documentation and prepared the playbook for SRE team in case of handling failures, setup small tiger OnCall team of engineers to support SREs team. And rolled out the early access of progressive roll out.
Result: We saw very good response from majority of customers and though there were small hiccups with few customer where SRE team followed the documentation for on-spot fix. But overall it was a successful drive. Co-incidently in the same time, we heard the news of Crowdstrike's global zero day outage and upon RCA it came out that, canary model would have avoid their issue. Our leadership started scrambling upon our product's readiness and the same Senior director of product the came as our main supporter and show cased our early program's outcome and that helped to make the solution production ready for GA.

Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

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