"I was in my early days of leadership and strategy. In Marriott when a decision was made by C suite to buy products as wrapper over cloud providers I was surprised and based on my limited information and knowledge posted a question to Chief technology officer as why it won't be a good strategy to directly use Native offering from AWS. The reason enlightened me and gave new a new thought process that being such a large enterprise that has presence in 200+ countries across globe we may have challen"
Parag L. - "I was in my early days of leadership and strategy. In Marriott when a decision was made by C suite to buy products as wrapper over cloud providers I was surprised and based on my limited information and knowledge posted a question to Chief technology officer as why it won't be a good strategy to directly use Native offering from AWS. The reason enlightened me and gave new a new thought process that being such a large enterprise that has presence in 200+ countries across globe we may have challen"See full answer
"Situation - A time I saw a peer struggling was while I was at Google working in Mountain View. A fellow colleague of mine was consistently not meeting standards in his performance reviews and wasn’t sure why. He was upset because Google was his dream company and he wasn’t sure how to improve based on his feedback.
Task - I was tasked to design a based VUI framework for our discovery space on smart displays. This colleague was acting as the VUI lead for the project while I acted as t"
Ben G. - "Situation - A time I saw a peer struggling was while I was at Google working in Mountain View. A fellow colleague of mine was consistently not meeting standards in his performance reviews and wasn’t sure why. He was upset because Google was his dream company and he wasn’t sure how to improve based on his feedback.
Task - I was tasked to design a based VUI framework for our discovery space on smart displays. This colleague was acting as the VUI lead for the project while I acted as t"See full answer
"One challenge that I faced when working with sales was managing unrealistic expectations. As a developer, I often had to work with sales teams to define the scope and timeline for projects. However, it was not uncommon for the sales team to promise clients certain features or deliverables that were not feasible within the allotted time and budget.
To address this challenge, I learned to be proactive in clarifying the limitations and constraints of the project with the sales team, and to work wit"
Anonymous Flamingo - "One challenge that I faced when working with sales was managing unrealistic expectations. As a developer, I often had to work with sales teams to define the scope and timeline for projects. However, it was not uncommon for the sales team to promise clients certain features or deliverables that were not feasible within the allotted time and budget.
To address this challenge, I learned to be proactive in clarifying the limitations and constraints of the project with the sales team, and to work wit"See full answer
Solutions Architect
Behavioral
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"I have this approach of:
30% seniors, to help the semi senior to grow.
30% to 35% semi seniors, to help the jr to grow.
37% to 40% jr or software engineers.
With this approach and can foster a culture of grow but also be prepared to rotation of the team.
And if you have to add more people, the onboarding is more simple."
Cristian A. - "I have this approach of:
30% seniors, to help the semi senior to grow.
30% to 35% semi seniors, to help the jr to grow.
37% to 40% jr or software engineers.
With this approach and can foster a culture of grow but also be prepared to rotation of the team.
And if you have to add more people, the onboarding is more simple."See full answer