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Behavioral
a year ago
Can you share an experience where you had a disagreement with your boss, and how did you address it?
Engineering ManagerTechnical Program ManagerSoftware EngineerBackend Engineer

GitLab

Nuro

Sendbird

+3

S(Situation):在2024年9月底,我所在团队灰度上线了一个重要新功能。上线不久后,我们注意到产品的 NPS 分数出现了明显下滑。我的老板非常担心这个变化是由我们新功能引起的,因此建议我们暂停功能的进一步上线。

T(Task):考虑到我们灰度期间已经收到不少正向的用户反馈和行为数据,我担心贸然暂停功能会影响节奏,并可能误判问题根源。我希望找出 NPS 下滑的真正原因,并用更稳妥的方式推进问题解决。

A(Action):我首先分析了 NPS 下滑的时间节点,发现其发生在我们功能上线之前。结合用户评价存在滞后性的特点,我判断两者未必直接相关。随后我深入分析了近期的低分评价和客服 ticket,发现主要问题集中在打印出错、页面崩溃等历史遗留的功能性 bug。
我将这些发现整理成文档分享给老板,建议我们先优先修复这些问题,并继续观察 NPS 变化。同时,我也请他指出是否存在新功能相关的反馈痛点,以便一并跟进优化。我们快速完成了 hotfix,并验证后上线。

R(Result):两周内,NPS 分数从 xx 回升到 xx(如能填具体更好),我们功能也顺利推进至全量发布,后续使用量增长了 xx%。老板也认可了我们以数据驱动决策的方式,对我在这件事中的判断力和推进力给予了肯定。

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a year ago
Behavioral
a year ago
Have you ever encountered a co-worker who was particularly challenging to work with? Can you describe the situation?
Engineering Manager

GitLab

Gusto

BigCommerce

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a year ago
People Management
a year ago
Can you describe a project that didn't meet its goals and what you learned from the failure?
Engineering ManagerML Engineering ManagerData Engineering ManagerData Science Manager

GitLab

Udaan Logo

Udaan

Altice Europe Logo

Altice Europe

WE made a bad build vs buy decision, we built an entire tool to store our metric definitions and build a change management system around it , a UI around it to allow users to change metric definition, other features were built around security but the problem this is not our core competency and management of this service became head ache, we did not have dedicated back end engineers and the project is in KTLO mode for a long time , things slowly started breaking and  no engineer was there to maintain it...finally we decommissioned it and bough a plug in tool called DRM. Lesson learned , identity your core competency of the team and if this project fits in your vision, this is not a DE project and should never have been built by us 

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a year ago
Behavioral
a year ago
What has caused you to start searching for a new job at this time?
Engineering ManagerData Engineering ManagerML Engineering ManagerUX Designer

GitLab

Sanmina Logo

Sanmina

Dollar Shave Club Logo

Dollar Shave Club

I graduated in May 2024 and recently wrapped up my role at Bright Mind Enrichment. It was a great experience, and I stayed through my agreed-upon commitment.  At this point, I’m looking for a full-time opportunity that offers deeper ownership, long-term growth, and technical mentorship—especially in a full-stack environment like Atlassian’s.

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a year ago
People Management
a year ago
Can you think of a time when a team member approached you for advice on a project? How did you assist them?
Engineering ManagerML Engineering ManagerData Engineering ManagerData Science Manager

GitLab

Amazon Web Services Logo

Amazon Web Services

Instacart Logo

Instacart

+7

a) Enabler - a good manager should empower his team to succeed 

b) Execution and Stratergy - should be laser focused on execution and should be able to think of problems before they happen and solve both people and business problems with technology

c) Lead the mission from the front, shield the team from distraction and celebrate team success.

At Auctane I enabled my team to succeed, I came up with the vision of solving customer problems and executed key projects to help impove CSAT by 25% and increase reveneu by 5 million $. I celebrated my teams ontime and within budget - with my team making sure that they get the kudos for the role they played.

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a year ago
Behavioral
a year ago
Could you describe a situation where you were unable to meet a deadline for a task, and how did you handle it?
Engineering ManagerML Engineering ManagerData Engineering ManagerTechnical Program Manager

GitLab

Decathlon Logo

Decathlon

NVIDIA Logo

NVIDIA

In the Meraki integration project, the supply chain process required significant optimization of the entire flow. To achieve this, most of the shipping-related process needed to be modified. However, the team lacked sufficient time to complete the work because the planned use of an adapter did not work, requiring me to redesign the flow.

With limited time remaining before system integration testing (SIT), the cross-functional teams and other tracks were ready to test their code, and management was unwilling to postpone SIT and Cycle 1 testing. Since there was an additional round of SIT and Cycle 2 testing planned, I decided to proceed with the changes that the team had already completed. We migrated the completed code to the test instance and communicated that only Phase 1 of the changes would be released initially, while the remaining changes would be delivered during Cycle 2 testing.

I ensured the Phase 1 delivery was designed to avoid impacting the end-to-end flow, allowing the other teams to proceed with testing their portions of the code. This approach ensured that other teams' deadlines were not affected. I also informed the cross-functional teams that the OTM and GTM changes were completed, and the remaining shipping-related code optimization would be delivered before Cycle 2 testing, along with the next round of SIT.

By taking this approach, I ensured that complete testing was not impacted and that the project stayed on track.

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a year ago
Organizational DesignPeople Management
a year ago
Describe a situation where you had to lead a team through a reorganization and how you handled it. What were some of your key takeaways from the experience?
Engineering Manager

GitLab

Tumblr Logo

Tumblr

ApplyBoard Logo

ApplyBoard

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a year ago
Behavioral
2 years ago
Can you share a recent experience where you learned something new and how it impacted your work?
Engineering ManagerData Science Manager

GitLab

SailPoint Logo

SailPoint

Practical Ignition Logo

Practical Ignition

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2 years ago
System Design
2 years ago
Build a predictive search autocomplete system.
Engineering Manager

GitLab

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2 years ago
BehavioralPeople Management
2 years ago
Can you describe the actions you have taken to create an environment that is inclusive to all individuals?
Engineering ManagerData Engineering ManagerML Engineering ManagerData Science Manager

GitLab

Instana Logo

Instana

Bumble Logo

Bumble

+4

First realize that no two people are the same and hence the same techniques will not work on everybody the same way. There are some steps that I prioritize diversity and inclusiveness

1. Meetings : When I participate or own meetings with a mix of in-person and remote attendees, i ensure that the remote attendees have fair opportunities to participate. Conversations in the room are impossible to avoid but I pull in the people in the video conference and ask them for their opinion or call on specific people since they have expertise. 

2. Participation : There are always people who tend to be silent even if they are experts in the field. I identify and work with them 1:1 and let them know how valuable their more recent interaction was and that I would like to call on them initially in low pressure situations and cultivate their habit of participating. For example I had a recently promoted Senior Engineer who start attending my leadership meetings. He however remained silent for most of the meeting which was dominated by well established SDMs and Senior Engineers. In my next 1:1 I spoke to him about how he had earned a place in the room and how his insights have helped in meetings and told them that I would like to call on them more.

3. Cultural : There are people who need specific considerations, such as people who need standing desks, additional time off on Fridays for prayers or some physical disabilities. I listen to their needs and only asking for information if they are willing to provide it and give them the flexibility as long as it does not affect the rest of the team. For example, I organized a weekly leadership meeting on fridays after lunch as a low pressure meeting to review weekly progress, brainstorm new ideas, and identify opportunities. One of my managers, indicated that he would need to miss 30 min of the meeting every week due to prayers. I subsequently discussed with the team to move the meeting prior to lunch without indicating specifics of why I wanted to, thus preserving confidentiality.

4. Opportunities with leadership : While some people naturally tend to have an audience with leadership, I identify opportunities to provide people a chance to present or speak to senior leaders. I talk to them about their strengths and why they would be good at presenting a specific opportunity and guide them through it

5. Document reviews : Document reviews are a great opportunity to get people involved and any presentation or document that the team writes, I ensure that all relevant people get to review and comment on it. If I identify somebody being silent, I reach out during my 1:1 to help them participate

6. Generating Ideas : Ideas come from all sorts of people and taking them out of their normal roles and responsibilities helps them to come out of their shell. I have organized hackathons about twice a year where I partner with a peer organization and encourage both organizations to work together to come up with innovative ideas outside of their normal roles.

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2 years ago

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*All interview questions are submitted by recent GitLab Engineering Manager candidates, labelled and categorized by Prepfully, and then published after being verified by Engineering Managers at GitLab.

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