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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.

This is a product which we release recently it would check the recent breaches that happened exploiting certain vulnarability in the recent past and also check the vulnarabilties in the infrastructure and then provide a score based on severity. the higher the severity the higher the chance of getting breached. This was a great hit but two of our customers came back with a specialised request, the wanted to quantify the severity in terms of revenue loss so it would help them prioratize fixes on the infrastructure. This not only required heavy research but also defining the scope as well that where it fits in. The reason it was important to think about this feature because it was a big contract and our company wanted close it before the end of Q2. I had a planning sessions with the stake holders and product team, we defined the scope of the feature and then communicated with the customer and got all the buy ins, there had to be some repriorization required to imediatle start working on the project, I had a chat with my team and transperantly explained why this was such a high priority for the company and how it aligns with the company goals. This gave boosted their morale and also they saw the advantages of adding this feature and the moral was high.

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.