Stories Flashcards
Change Management
We were facing a significant challenge with our lead time and quality of the design drawings. I was given an opportunity to improve this, through ePlan implementation.
I quickly realize without direct authority over the team, it would need effective communication, buy-in from all team members and a structured approach to manage the change
To ensure the business continuity I implemented this in phased approach and divided the team into two groups, The first group, who were more adaptable to new technologies, went through the training first. Before moving on to the second group, I assigned mentors from the first group to help support and guide the second group.
This created multiple avenues for team members to seek help and ensure that second group felt supported throughout the transition.
This phased approach helped me in smoother implementation and in turn help improve quality by 22% and reduce submittal lead time by 2 weeks.
Additionally throughout the process I developed a 400+ pages design reference manual which is still used today for any new joinees or even for seasoned engineer for references and has helped in driving process consistency across different projects
Risk Mitigation/Risk Management/Finance Management
Mallik
ePlan
PLC cables
Contractor hiring
Process Improvement/continuous improvement
Continuous improvement - Various engineering Processes, release and then updated based on the team feedback
PMCS standardization- , I identified an opportunity to improve efficiency by developing the standardized procedures, and checklist.
To address this we developed the detailed end to end PMCS standardized engineering workflow that clearly defined each step of the process.
resulting in improved efficiency, reduced errors and the ability to deliver a more uniform and reliable solution
Collaboration
To be market ready and to cater ther emerging market i closely collaborate with the marketing team, we relaize there is a huge growth potential in MG sector.
To cater this growth, i worked on designing the standrdaized and scalable MG standard cabinet that can monitor, control, and optimize Distributed Energy Resources (DERs) such as PV, BESS, generators, and more. The goal is to create a standardized cabinet that can be applied across various DER systems, minimizing engineering effort and provide a quick plug-and-play turn around solution
Similarly collaborating with the sales Team, they reached out to me to see if there is any solution they can offer for the huge install base of obsolete entelysis system for which they are seeing lot of queries in the salesforce. to address their need and to capture the market share I am devloping Monitoring and control solution for LV switchgear and switchboard. This solution will be offered as an add-on with each LV project, opening doors to hundreds of opportunities. By standardizing the solution to a level where it can be replicated with minimal engineering effort, the goal is to provide a high value solution to customer at competitive price.
Sustainability/Profitability/
Standardization of P&C and PSG solutions
Quality Focus
I implement robust design reviews, standard operating procedures, and cross-functional qual-ity checks.
toll gate model for PSG software (scope, offline -architecture, white box-internal working/code quality, black box-external functionality and behavior, pre-release-conduct a final review before releasing the software)
DMAIC (define, measure, analyze, improve, Control)
Data Analytics
ePlan WA system
Intra team improvement
Quote Clarity
Problem: : lack of clear scope definition, timelines, and CDE, Confusion and delay during project execution
Action: Standardized handover process claerly defines scope , timelines and deliverables
Result: Identify and address execution risk, projects are delivered on-time, profitably and with minimal disrution throughout the project cycle
why You?
I believe I would bring in unique blend of technical expertise, leadership and business acumen for this role.
Deep technical expertise and passion to resolve customer technical challanges
Strong leadership - inspire, influence, and motivate my team to consistently perform at their best.
Business Acument On the business side, I understand that sustainable, profitable growth is key to long-term success.
Financial management and cost-saving measures, which are ingrained in how I approach decision-making and strategy.
Cultural fit for this role. I approach challenges with a positive attitude and am not afraid to make tough decisions when necessary.
Finally, my familiarity with the engineering processes, culture, and strategic priorities of our organization will allow me to transition smoothly and start making a positive impact immediately
what if you are not hired?
i faced a similar situation when i applied for my current role, and was not selected intially.
Honestly i’ll be bit disappointed but I understand hiring decision is based on # of factors and if i am not selected i would respect your decision
i would take this as an opportunity to improve and grow, so any feedback you guys have would be appreciated.
Regardless of the outcome, i remain excited about the future of one solutions team and looking forward to contribution for the success of the business
Mentorship & Growth
Techincally stong but lacks leadership skill and she was ready to take on more responsibilities
my goal was to help her grow her leadership skills and be able to guide and mentor others
i assigned her as a lead of a project with other project engineer who was still learning technical aspects. i made sure she has the support she needed but encouraged her to take the lead in guiding the engg throughout the process. this hands on leadership allowed her to develop coaching and mentorship skills, improve her decision making and gain confidence.
She grew into a confident leader
Inter team improvement/changes
Current team structure - 2 Automation group and one P&C group, causes confusion around leadership and ownership of initiative
Proposed improvement - merge two group into one to enhance efficieny and stramline operation and develop a third PSG focused group
Reason - Clear pipeline of 60+MM in next 1-2 years
expected outcome - better focus and visibility on PSG project
Learning in the role
Situation: Early in my career, I would become anxious when open items remained unresolved for too long. I felt the need to jump in and start addressing issues on my own to prevent them from escalating into major challenges.
Failure: While my intention was to be proactive, this approach often led to inefficiencies. I would take on too much work, sometimes bypassing team members who were responsible for those tasks.
This not only increased my workload but also limited collaboration and trust within the team.
Lesson Learned: I realized that every team member has a different work style, and effective delegation is key to productivity and teamwork.
Instead of trying to handle everything myself, I now focus on trusting my team, setting clear expectations, and following up at appropriate intervals to ensure tasks are progressing.
This shift has helped me manage stress better, improve efficiency, create a more collaborative work environment and leave me with the bandwidth to focus on strategic things.
700k Saving
On several major PSG projects, including the JPMC, Apple and Applied Digital projects, we were facing a significant challenge with the procurement of PLC cables. Our existing vendor was charging approx $300 per set, and despite these high costs, the lead time was over six months, which posed a risk of project delays, incurring liquidated damages (LDs) and affecting our relationship with these repeat customer.
To address this, I took on this imitative of exploring the vendors globally, collaborated with multiple vendor to communicate the design requirement worked closely with them to develop the design and ultimately identified a new vendor who could supply the same cables for just $25 with a lead time of only 2 weeks. This move resulted in a material cost saving of approximately half a million, and it also helped us avoid more than $3.5MM of potential LD’s on these major projects
In Q3 of the previous year, we lost couple of fully trained team members, and shortly after, we were awarded $60MM worth of projects. I found myself in urgent need of skilled project engineering resources to support these critical customer projects. Initially, I reached out to ABB Beeline, which offered trained resources at a cost of $157K per resource. However, by leveraging my past relationship with another vendor I had worked with, from different ABB group I was able to secure fully trained resources for under $56K each. This initiative saved us more than $100K per resource, resulting in total savings of over $200K
These initiatives reflect my ability to think strategically, optimize costs, mitigate risk and maintain project delivery excellence under challenging circumstances.
Horizontal business integration details
Monitoring and control solutions for LV switchgear and switchbaord
Develop standard Relay conficurations for controls on LV/MV switchgear
Biggest Achievements
Cultural Change
Business sustainability & profitability
Team development & collaboration
