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I was working with 5 customers at once, and had to focus on those activities where I could make a difference, make the most impact, that I could not delegate, and where I could balance with other priorities - in order to do that, I measured the priority of the tasks by the cost of delay, in other words, the impact of not doing them at that time. Then, with more clarity about the priorities, I thought which ones I could delegate to other team members, and if that made sense, with the required support and guidance from my side. Working as a team and not trying to get everything done yourself is key in the long term with multiple, competing priorities. Then, organizing my time well in short, focused timeslots for the most important tasks, made a difference.

I would like to talk about situation. When I was an engineering  manager at digital commerce platform org at Amazon, I was handling close to 11 services, and 

as part of the Rolling Stone initiative where Amazon was trying to move all its services away from Oracle, I had four services that I was trying to migrate from Oracle to the databases hosted on Azure. All my fellow colleagues who were owning services of DCP were doing similar exercise. One of the colleague who was owning digital redemption service had to go on maternity leave, and then couple of engineers earmarked to do this migration for digital redemption service wwere transition out of the organization. That is when I offered to help with the migration of the service. 

So I now had 5 services with competing  priorities where I 

had to manage very tight schedule of service migrations. Planning a very ruthless prioritization, figuring out an optimal execution path of a completely unknown service, interacting with the service upstream clients whom i had not worked with prior, working with an amalgam of My team members and the service owner team members were few of the ambiguous paths I navigated to help do on time migration completion of the   service owned by my collegues.

The last conference I attended was the Open Source Security Foundation. As I was leading the Dart & Flutter security program I wanted to learn about the innovations, tooling and services that other open source projects were using.

There were interesting conferences for tooling to sign artifacts with a single command and how the open source community was working in tooling to build, sign and release artifacts in a secure way for everyone using GitHub.

I learned that there were many technical innovations that I could use to speed up the Flutter Security Program, for example implementing secure build workflows using github actions. I also met several people working on similar projects and took the opportunity to share our lessons learned and challenges. Later on the connections with the open source security foundation proved very useful during technical reviews and collaborations.

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.

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

Having a long-term goal clearly set, breaking it down into near-term goals helps visualize our progress and what is expected on a day-to-day basis. By hitting the near-term goals I'll understand and grasp the depth, gain insights from the stakeholders, and would be able to achieve the long-term goal. setting near-term goals also help analyze trade-offs along the way

At hyperface we got requirement from product team to build a nudge engine, this will be a configuration driven engine and when a condition is met based on the configured communication pattern it is going to send the communication. Example : If user have done 5 transaction is flikart and an offer is going on to do 10 transactions to get a reward we will nudge user based on the communication channel and rules that nudge him on whatsapp this much time and send him the push notification.

When this product requirement came , product wanted to build each and everything as a single engine, but at that time I realized that having a separate notification service which will take care of all notification related stuff and we will be able to efficiently scale that system and prevent having a tight coupling  will be very helpful , but when I proposed this product did not agreed as they thought right now there is no usecase for making nudge engine and notification engine a separate component.

At that time I dicsucces this with my fellow EM and came to know that they are scenarios where they need to send notification for example otps , push notification and everyone is handling this in a custom way in there own code based . With all this data I went back to product team ann pitched them that having this notification engine all this custom handling will be gone we will have better mechanism to control notification  track metricies and and improve the experience by handling failure scenarios .

with this data I was able to convenience the product team to build to different systems.