Meet Gaurav Bhatia, the Senior Vice President of Engineering at ShareChat. Gaurav is a tech leader crafting the way in the world of engineering at ShareChat, where innovation knows no bounds. With his expertise and vision, he's driving the company towards new heights in the tech industry. Let's delve into his incredible journey and insights into the world of ShareChat's engineering excellence.

Can you tell us a little about the challenges that your team solves at ShareChat?

We focus on utilising innovation and technology to navigate challenges at scale, create engaging experiences, and introduce novel features to enrich user engagement on the ShareChat platform.

ShareChat serves hundreds of millions of users, facilitating connections, community building, and content sharing across about 15 different languages. The primary challenge is leveraging technology to address these issues at scale. To tackle this challenge, we focus on building innovative end-user experiences. This involves catering to a diverse range of devices, networks, and user types. We have introduced features such as short videos, audio chat rooms, live streaming, virtual gifts, etc.We also work to address the complexities of the back end to enhance the user experience.

The second challenge arises when dealing with the scale of hundreds of millions of users, a complexity not encountered when starting a small company. Managing this vast user base from diverse regions poses a significant challenge. The Engineering team has built expertise in successfully solving these problems.

The third crucial aspect we focus on is cost efficiency. Over the last eighteen months, our team has invested heavily in optimising systems. This involves solving complex problems akin to designing jets and engines, ensuring the efficient transport of users across the platform and so on.

As an engineering leader, how do you interpret the concept of scaling ideas to reality at ShareChat?

I see it as the entire cycle of introducing a new concept, emphasising how swiftly it can be placed in our customers' hands for immediate response. The essence of scaling, in my view, lies in establishing a rapid feedback loop. We acknowledge that not every endeavour will succeed on the first attempt. The process involves continuous, agile iterations and improvements. The key is perfecting the loop so that ideation to implementation and subsequent feedback can be efficiently achieved in a short timeframe. This philosophy led us to invest heavily in our analytical systems and pipelines, a topic that resonates significantly with our engineers. We have established a central data platform capable of executing millions of queries at scale, facilitating the construction of data dashboards and analytics.This encapsulates the essence of scaling an idea —effectively conceiving an idea, swiftly implementing it, and promptly gathering valuable feedback to implement.

Can you share an instance where an idea within your team evolved into a tangible reality or was successfully scaled?

A pertinent example is a feature we built to do dynamic request routing for our CDN (Content Delivery Network) traffic based on the network and location. Our users access us using a vast array of devices over different kinds of networks from various locations. We built a real-time system to direct the users to the best possible content delivery endpoint that is closest and optimal for them to access content based on their network speed and device type. Since even small changes in network latency impact user experience and consequently the users’ experience, this was a big win for us in improving our users’ satisfaction levels and increasing engagement, leading to an overall increase in business metrics. The team took a rapid experimentation approach to it. Try out different scenarios and constantly test them to come up with the best possible solution.  ..

How would you describe the engineering culture, and how does it impact outcomes?

Empowerment and ownership stand out as crucial elements in our work culture. Our engineers have real opportunities to make a significant impact. In other work environments, a single feature may not touch as many lives or carry the same weight. From a learning and innovation standpoint, our culture stands apart. Trust is a cornerstone, creating an environment where individuals are entrusted with ownership. We believe in our people, expressing confidence with a clear message: "We've got your back." While this trust is foundational, it's acknowledged that, occasionally, the pendulum swings towards challenges where individuals may unintentionally disrupt systems. Addressing these exceptions is an ongoing effort, recognising that trust and empowerment are reciprocal. This philosophy isn't mere lip service. We genuinely trust and empower our developers. This trust translates into tangible outcomes as our empowered teams consistently deliver exceptional results. Another noteworthy aspect is our culture of experimentation. We empower and encourage our teams to conduct A/B experiments, seeking the most effective approaches. Humility is key; we don't assume we know everything. Instead, we focus on building for our users. Given the scale, direct user input isn't always feasible, leading us to adopt an experimental approach that tailors the product to user preferences at scale.

How does the leadership facilitate growth for tech engineers at ShareChat?

I consider it vital as a people leader that individuals in my team can reflect on personal growth. It's not just about professional development but about becoming better professionals and, importantly, better human beings. This includes learning to be more empathetic, becoming mentors to junior engineers, and cultivating patience. The process often begins with helping individuals identify their strengths and areas for improvement and clarifying their aspirations. Creating a structured plan involves setting goals and milestones; regular feedback is key. Constructive feedback, given in a way that builds rather than tears down, is instrumental. Acknowledging that everyone benefits from coaching, we have an internal mentorship program beyond the traditional manager-employee relationship. This cross-team mentorship allows individuals to connect with leaders from different teams. For instance, I personally mentor someone from a cross-functional global team. Our discussions range from team dynamics and feedback mechanisms to cultural nuances and leadership challenges. It's more than just technical advice; it's about navigating people's leadership in different environments. This approach fosters a holistic learning experience. It transcends the typical technical know-how and contributes to personal and cultural growth.

What would you like to tell engineers who would love to join ShareChat someday?

ShareChat values are a strong sense of ownership and impact. While technical skills are fundamental, what truly sets individuals apart is their dedication to making their work more than just a job – it is a mission. This entails a deep connection, where employees see their role as their own, contributing meaningfully to a broader purpose. End-to-end ownership is crucial. This involves immersing oneself in understanding the company, its products, and its strategic vision. Actively seeking opportunities for improvement and providing constructive feedback to leadership is vital. Our culture values openness, encouraging employees to vocalise their ideas for enhancement. So, mastering the craft is a prerequisite, but what distinguishes exceptional engineers here is their willingness to take responsibility – treating the company and its products as their own.