Tell me about a time when you took a risk.

Question

Anonymous · Accepted Answer

In one of my previous projects, we faced a critical situation during a supply
chain integration where the team had to optimize the end-to-end shipping
process. The original plan involved using an adapter to handle the integration,
but during development, it became clear that the B2B Java adapter approach was
not feasible due to unexpected system limitations.
The timeline was tight, and delaying the project was not an option, as other
cross-functional teams were ready to proceed with their portions of the
integration testing. Recognizing the risk of missing key deadlines, I decided to
take a calculated risk by implementing a phased delivery approach.
I collaborated with the team to identify the most critical changes that could be
completed within the limited timeframe. We migrated the partially optimized code
to the testing environment, ensuring that it did not disrupt the end-to-end
flow. I communicated transparently with stakeholders and cross-functional teams,
explaining that Phase 1 would address the most urgent requirements, while the
remaining optimizations would be delivered in Phase 2, during Cycle 2 testing.
This approach allowed the other teams to proceed with their testing without
delays, ensuring their deadlines were met. At the same time, it gave us
additional time to complete the remaining optimizations without compromising the
overall project quality. The phased approach was successful, and the project was
delivered on time, with no disruptions to the overall integration testing
schedule.
This experience taught me the importance of balancing risk with clear
communication and stakeholder alignment. By taking this risk, I was able to keep
the project on track while maintaining the confidence of the team and
stakeholders.

Anonymous · Answer

In one of my organizations, I was working on a SaaS-based product and was
assigned a task that required thorough investigation to identify and implement a
better solution. After conducting initial research, I developed a proof of
concept (POC) for a specific solution that seemed viable.
However, during the implementation of the POC into the actual codebase, I
encountered some challenges. The issues were complex, and there was very limited
documentation or support available to address them. Instead of abandoning the
approach, I decided to take a calculated risk by exploring customizations and
unconventional solutions to make the implementation work.
After several iterations and testing, the customized solution successfully
resolved the issues. It was reviewed and approved by the engineering manager and
ultimately integrated into the product. This experience not only reinforced my
problem-solving skills but also demonstrated the importance of persistence and
thinking outside the box when tackling unforeseen challenges.

Anonymous · Answer

The time I'd say I took a risk was when I was initially working at Equinix. I
was put on a pretty ambiguous project to try to predict customers' usefulness on
the platform, their long-term usage, and whether they’d be power users. A big
risk in that analysis was, one, we weren’t exactly sure what the success metrics
were, and two, actually making such a bold claim and taking the risk to say that
certain customers might churn or should be promoted.
To mitigate this risk, the first step we took was talking to internal
stakeholders to clearly define what success looked like to them. We didn’t want
to assume that success was based on budget instead of growth, or that it was
based on the size of the company. Narrowing that down was critical.
From there, we developed a few hypotheses. Initially, we took a risk by assuming
that if a customer chose the most expensive server for the longest duration,
they were probably a power user. However, we found that wasn’t always the case.
To ensure accuracy, we monitored and ran proper A/B tests to validate whether
those parameters truly correlated with power user behavior.
Finally, when we ran our tests, we focused on ensuring the model was feasible
and robust. We carefully compared the training and testing data, and once the
deviation remained within 5%, we knew the model was good enough to proceed.
While we acknowledged that the data might not be perfect, we minimized the risks
as much as possible to ensure our predictions were actionable and reliable.

Anonymous · Answer

So I'd say the time I took the risk was, I actually went against the
recommendation of my manager. Not directly, but essentially I was put on a
project at Niagara and I was looking at a lot of the contract amendments and I
analyzed our contract negotiation with Uber. And so as I was looking at the
whole data, trying to see the discrepancies and really seeing, okay, what lanes
should we negotiate, seeing what are the terms of negotiation that we should
use, and then finally, I wanted to also forecast on terms of a long-term growth.
So not just necessarily for just this term, but see how that would last for the
future quarters as well. So kind of taking those into consideration while I put
them all out into a matrix and showed the team, the director, and a lot of my
team was thinking that we should go with the option that saves us the most
amount of money. I'll put the $700,000 to $800,000 for the quarter, implementing
this new amendment that I actually disagreed. And I suggested we just take
somewhere closer to about the $600,000 range because for two reasons, one, I
noticed that the lanes that we included in the $600,000 would lead to better
client relations with Uber as a long-term and one of our biggest carriers. And
two, I also noticed that in the long run, we actually would save a little more
just because in the future quarters with seasonality to keep into account, those
lanes were not always going to save us the most amount of money. So maybe while
the $700,000 to $800,000 option would save us that much in the first quarter,
when it comes down to the winter, it would save us only about $300,000 versus
the $600,000 option is a little more consistent throughout the seasons. And so
we actually noticed that in terms of a long-term growth for the year, we would
save a lot more. So that was a time where I kind of took a risk to go against
and maybe recommend something slightly different than my manager. But I think
the director, when he heard me say these things, he took those into
consideration and saw my analysis and saw that I was able to back up kind of my
decisions and this type of risk to making sure I'm minimizing it as much as
possible. So I think that was something that he really appreciated and that the
VP of supply chain ended up deciding to work towards.

Anonymous · Answer

There was I time I had to choose between technologies for our clusters: nomad or
kubernetes. I did not know back then that one of them would become so much
popular than the other, but because of a good research I was able to pick better
option

Anonymous · Answer

In one of my organization i was working on a saas based product and has been
assigned to work on specific task which needs to do some thorough investigation
and come up with a better solution.
After initial research i made a POC with a specific solution.
during implementation it to the actual codebase i have faced some issues and
there are very limited support to overcome those so i tried with some
customization which eventualy works and the solution being approved by
engineering manager.

Tell me about a time when you took a risk.

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