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Disaster management app will have two goals: how to be aware of potential solutions before a disaster and how to be an active participant in supporting post-disaster efforts.

There are three main users of this app:

1. The staff of olympics committee: These people are insiders and are well-trained through the process of disaster management. They also know different responsible heads of the committee and can seek their advice for any situation. They are familiar with the venue and surrounding areas. They can be our champions during disaster management exercises. They may have complete access to the venue.

2. The participants of olympics: These people are outsiders and are totally new to the concept of an Olympics organization. They neither know the organizers nor the location of their residence. They may also have language barriers. They may have limited access to the venue

3. The temporary staff of olympics: These people are relatively unaware of the committee and venue. They may only have limited access to the venue where the services are required. However, since they may be local people they can come to rescue if more resources are needed.

Broadly the main pain-points include:

1. Lack of awareness of the venue and the associated emergency exits. 

2. Lack of training on natural or man-made disasters

3. Language barriers

4. Low access to responsible people

To solve these problems, we can create a disaster management app with components that may provide education and support on these above mentioned painpoints

1. Landing page or homepage. This will have a set of CTA for the other surfaces, latest weather updates, latest local news widget and announcements sections

2. One surface with a digital maps version of the venue. This surface will have well-explained iconography to make it easy to adapt

3. One surface with a chat version where one can chat with the olympics committee heads. This chat would be protected with permissions for privacy issues.

4. One surface for gamified training modules that all the participants and staff needs to complete.

5. One surface for account and profile information. The committee can also use this surface to allocate digital currency so that athletes can operate in a post-disaster landscape if they lose their money.

In the first company I worked as tech lead, even though my performance rating was good, I received a 360 degree feedback on my interpersonal skills as well. One of them said that I sounded a bit rude in couple of discussions. When I asked for the instances, I got examples where I got the feedback from and not whom. So I had to explain my manager that it was not intentional and the aggressive demanding nature of mine could have been perceived as rude. But I considered the feedback and identified, corrected myself, toned down the way I speak in certain instances which made a set of teams in my org ex: production support teams reach out to me more often now for guidance. So this helped me gain valuable experience and unlock a totally different perspective in terms of collaboration with other squads in the company.

At my previous role, I was leading a fraud detection AI model deployment for a financial services client. The model aimed to reduce fraudulent transactions by 25% while maintaining a low false positive rate.

I was confident in the model’s performance in the test environment, but when we deployed it in production, we noticed an unexpected spike in false positives. Transactions flagged as fraudulent were legitimate, causing disruptions for customers and increasing manual review work. To resolve this, I:

1. Investigated the issue by comparing training and production data.

2. Identified data drift—the model was trained on historical data, but recent transaction patterns had changed.

3. Worked with data engineers to implement real-time data monitoring.

4. Retrained the model with up-to-date data and adjusted hyperparameters to improve generalization.

This fix reduced false positives by 25%, improved fraud detection accuracy, and ultimately saved $500M in operational savings across multiple initiatives. This experience taught me the importance of continuous model monitoring and proactively accounting for data drift. Now, I always incorporate data validation pipelines and feedback loops into AI deployments to prevent similar issues.

During my career I manage a large number of projects, but one of the most challenging ones was the development and launch of a Telematic Control Unit for an important car maker in Japan. The project is important to me due to technical challenges we faced, the skills I applied and the impact on the company.

As Program manager my role was to lead a cross-functional team including Design Engineers, SW Engineers, Operations teams, Material procurement teams, quality and logistics, among others to successfully launch the product to mass production.

First, I kicked-off the project. For that, I shared with the team the project scope, the goals to achieve, I shared the project plan with key milestones and defined the roles and responsibilities for the different team members.

During execution, to maintain a clear communication, I set up design review sessions with the entire engineering organization to ensure everyone was aligned and fixing potential issues in advance. Besides, I led a weekly core-team meeting where we assigned tasks to team members, and setting clear deadlines for each task. To make these tasks easier to manage, I made sure tasks were broken down into manageable sizes with clear descriptions and acceptance criteria. This helped the team to stay focus on their deliveries and maintain speed.

Another important part was to manages Risks. I worked with the team to identify and classify possible risk that might impact to the project deliverables. We defined a Risk matrix to monitor during the development process, and also a project board with the main KPIs to achieve during each stage of the project.

To ensure quality, we defined different testing processes focused on the design, and the process. We installed specific quality check for the documents and devices delivered for each of the milestones of the PDP, as well as a clear quality control in mass production.

Finally, for transparency, I reported on monthly basis to our company leaders and customer about the project status, focusing on Timing, cost, quality and scope.

By employing these strategies, we successfully launched our module on time matching with all the requirements defined by our customer. This was a great example of teamworking, and taught me the importance of breaking down large projects into smaller and easy to manage pieces. Transparent and clear communication was also a great lesson learned. This approach helped me to improve in leading teams through complex problems.