On a payments reliability program, I noticed a neighboring team was falling behind on a dependency that affected our launch. I flagged it to my manager and then started joining their standups to help them stay on track. I pulled together a shared tracker so both teams could see the status and I gave updates in the weekly cross-team sync. The dependency shipped about two weeks late but we were still able to launch. My manager appreciated that I stepped in and helped keep things moving.
During a payments reliability program, I identified — without being asked — that a dependent team's API integration was four weeks behind and would silently blow our launch. No one had flagged it as a program risk. I wrote a one-page risk doc, brought it directly to the dependent team's engineering lead and TPM with a proposed descope path, and set up a daily fifteen-minute resolution sync that I ran. I owned the revised dependency plan through to completion. We shipped on the original date with zero payment failures in the first thirty days. I didn't wait for my manager to assign me that problem — I saw a customer risk and treated it as mine.