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I designed a FinOps application where cloud consumption was valued not only in money, but in CO2 emission connected to particular instance or service usage. This allowed to run gamification between teams not only on cost reduction, but on how much they can reduce co2 wastage. we called it GreenOps

At Auctane, I followed a structured process to ensure alignment - I would initial have date for date, and followed up with an email for alignment. I would also send a weekly status report for the leadership highlinting the project status and identifying any risks associated and how I am working on mitigating that risks.

 For eg. in one of our projects we had a external dependencies on UPS for a new API version - our PM was working with them and the delays on their end had impact for us - the project would have been delayed by a month.

I communicated with the leadership team on the risks and the plan i have to mititgate this risk. I had a join stakeholder meeting with the UPS team and my PM. We could identify parts of the API which we could work on while they are working on thier issues - by working out a parallel path - I could reduce the risk and deliver the project on time.

By being proactive and collobrating with the stakeholders I could deliver the project on time.

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.

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. 

I was working on a high stake project with very high visibility from my senior management.

Me and my manager were thinking of can we leverage the quality of the development using help from QA team. He wanted to keep the QA team separate. His point of view was that a separate team would keep clear focus for the team and they would focus on finding more customer facing bugs. I thought that we should have QA embedded in the scrum team as that would help in easier collaboration and quicker bug fixes plus this is a more efficient way. Though I understood his point of view I always believed that in QA embedded inside the scrum team. I went back had a thought to measure the merits and demerits of the proposals. I put down in a slide the merits and demerits of each. Merit from having a separate team, clear focus and better filtering of quality, demerits less collaboration with development team. I then proposed that the QA engineers attend the calls of dev teams but keep a separate QA board for their tasks. This will give clarity of what bugs they find, what test scenarios they create and finally the metrics to measure the bugs reported per development. My boss and I both agreed as it solved the problems of each proposals

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. 

One project i'm proud of is my internship project which was a full stack project where i had the chance to create a prototype of a template manager , storing the data into a cassandra database, alongside using springboot and java to work on the module structure and life of the project, I then used js and react for UI. This prototype was then deployed and is now being used by internal payment team at jpmc, instead of going to search every resource, i store all the templates in one template manager and they can know just search the nav bar and get the exact template they need. I'm proud of this project not only because it was my first real project using the new languages and frameworks i was learning during internship but it also gave me the confidence of knowing and seeing that I can do this even though i dont have a degree in this field!