I’ve worked at a software house, gaming company and other engineering firms. I feel that they all have a problem with their product, which is that their product life-cycle is very short. New products need to be developed every few months just to keep the company going. This is especially true for mobile gaming. Traffic to a game can drop significantly only after a couple of weeks. After two weeks, the product can be considered dead. Not all products enjoy longevity. This is an aspect of VELTRA’s products that I think are interesting. We have a sustainable in-house product backed by product demand. Moreover, I decided to join because I like to travel. I am a tech person, and so want to develop something related to travel that can be used by many travel lovers around the world.

I’ve always been attracted to technology, and have spent time learning about new tech and trends since I can remember. I like to check blogs about what other engineers are doing; how they are solving problems regarding the architecture they design. As a company, VELTRA gives me many chances to get involved. And now with Covid, we have learned that tech will continue to play an important role in our everyday lives. 

When working as a team, we are able to build products that can help to solve real world problems. I believe we can use our collective skill and effort to make travel easier and more enjoyable. 

As a manager of other engineers, understanding your team’s strengths, weaknesses, what to assign to who, and to create an environment of creativity and collaboration are called for. In many ways, a manager needs to see further ahead. It’s no longer just the completion of the technical task, but more on customer satisfaction. 

When I joined VELTRA, I did not have a plan on becoming a manager. I joined as a senior developer/engineer. But the company started hiring, giving me a chance to step into a leadership role. As a manager, the routine tasks became more focused on communication, both with my own team and with people from other departments. I now communicate with teams on non-technical terms, to get their feedback team and try to help solve any difficulties they have. As a manager, the focus in more on communication skills

The most challenging aspect of my work is managing and motivating people. If you are working as an engineer, most of your  are facing a machine or code. When you are dealing with people, you need to understand their feelings and unspoken words. Many things you need to sense even if it is not verbalized. 

As a technical manager, the prerequisite is that you understand is the product and how it helps the customer. Tech does not come first. Just as important, is to understand your team, their attributes and behaviors. The goal is to build and lead a team that supports and helps each other.