Became manager as company grew from 6 to over 50 employees. Moved to become a product manager because my disposition was to find opportunities for efficiency improvements across teams, and be accountable for the final product.

Managed 10 person team including product managers, engineers, designers in San Francisco, and testers in New Delhi.

Created tests for hiring process.

Improved the work environment for team members by shielding employees from unhealthy pressures from executive team and being judicious about pushing urgency.

Worked with the team to iteratively implement better processes to improve employee quality of life, and stop regressions from being released. This also meant incrementally adding process improvements as the team grew, while not hampering the fast-paced development.

Led by example for a young team, demonstrating standards for interpersonal communication and effort, and soliciting feedback on my own performance. In general, this meant operating with warmth and sympathy; leading with others’ successes and my own mistakes.