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• Self-Motivated: I thrive on challenges and take initiative to learn and grow without external prompts.

• Passion for Exploration: I love exploring new places, immersing myself in diverse environments, and gaining fresh perspectives.

• People-Centric: I enjoy engaging with new people, building connections, and exchanging ideas.

• Mentorship: Mentoring others is something I genuinely enjoy, as it allows me to share knowledge and help others grow.

• Appreciation for Art and Culture: I have a deep love for art, culture, music, and world cinema, which enriches my creativity and worldview.

• Cooking Enthusiast: I love experimenting in the kitchen and trying out new dishes, blending culinary skills with creativity.

I stand out because I combine operational depth with a transformation-focused mindset. At Mercer, I didn’t just manage benefit renewals—I identified inefficiencies and built solutions, like a global provider template that boosted data accuracy from 50% to 95%.

I also simplified complex reporting processes, saving over 15 hours per client while improving quality. What differentiates me is that I don’t wait for problems to escalate—I proactively redesign processes, engage stakeholders, and deliver scalable outcomes.

That mindset of continuous improvement and strategic thinking is what helps me make a lasting impact.

I am going to make an assumption that the MVP for this product has already been defined, and that it supports our company's mission and strategy.

Before launching I would identify the key North Star metric that we can use to measure success. I would also define 3-4 other supporting metrics that provide additional data for evaluating performance. I would also define contra-metrics which would indicate when we have a problem or adverse impacts in some other area of our business.

I would also define our initial launch group. I would define a population in our core market target so that we can quickly iterate toward product-market fit. I would also include a small population that's adjacent to our target user so we might discover unique insights from that group.

I would try to launch with a minumum set of features. This allows us to save development costs until we have feedback from our metrics and can iterate. I would be sure that the product was built with flexibility and the right instrumentation to enable future iteration and learning.

I'd develop a rollout plan starting with a small number, and establish gates to evaluate performance before we roll to a wider set of users. This helps contain operational, execution and reputation risk in case of any unforseen mishaps. 

Before making the new product live, I would ensure that we have mechanisms in place to support customers and capture feedback. These processes can be lightweight until we are sure we have achieved product-market fit before making them more robust and scaling up our offering.

Finally, I'd be sure to socialize our product widely with our internal stakeholders, and provide them regular updates on our successes and learnings.

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。

I recently took over a team from a different tribe, my approach was to observe what the team was doing and how I could best help them. 

One of the observations was that a team member was not contributing as much as was expected and ultimately was underperforming. I raised this with the previous line manager and he validated my concerns and said that he will likely get another developing in performance review and be put on a PIP. 

After some initial conversation with the individual, discussing what I've observed and how his not meeting expectations, I was pretty sure, this person was checked out and was likely heading for a difficult performance review

However, after some further discussion and people a relationship with that individual, they opened up and start to share their difficulties they were having. This then allowed me reach out the necessary teams to get them the support they needed. 

Utlimately, they proved me wrong, as due the the hard work with both put in, his on track for a good performance review 

I