Deutsche Bank was where I learned to think at enterprise scale. Leading the Risk and Financial Data domain meant working with systems that process trillions of dollars in transactions and risk calculations daily. Every line of code had to be bulletproof because failure wasn't just about user experience—it was about regulatory compliance and financial stability. The complexity was staggering. We built data monitoring platforms that ingested real-time feeds from dozens of trading systems, reconciled massive datasets, and provided dynamic analytics to risk managers across global markets. The technical challenges were immense: handling data volumes that would crash traditional systems, building real-time aggregation engines, and creating intuitive interfaces for complex financial data. Leading a team of 6-10 full-stack developers taught me that technical leadership isn't just about architecture—it's about creating clarity in complexity. I established engineering best practices that became templates for other teams, built reusable UI frameworks that reduced development time by 40%, and mentored developers who went on to lead their own teams. The regulatory environment was intense. Every change went through multiple approval layers, every system had audit trails, and every decision had to be defensible to regulators. This taught me the discipline of building systems that are not just functional, but provable. What I learned: Scale changes everything. Patterns that work for small systems break at enterprise scale, and solutions that work for enterprise systems are overkill for smaller problems.