The most comprehensive bank Interview Answer Review tooling available online.

我会主动和组内的成员进行沟通，遇到风险或者问题及时上报，同时我也会考虑是否有我可以帮的上组内工作的方面

在我刚加入我们团队对产品移动端重构的过程中，我发现大家在移动端设备的调试上不够熟悉，团队选择使用的是chrome的模拟工具，但是在不同设备的兼容问题的解决上效率很低。发现了这个问题之后，我向组内的资深工程师咨询，掌握了我们的项目的构建和调试方案，通过提供fiddler，charles脚本和文档的形式，分享给整个组一套切实有效的移动端调试方案，提升了组内的mobile debug效率。之后，团队变得更信任我，在我做为新人的情况下，主动让我负责了更复杂的项目。

A Product Manager (PM) is the strategic leader responsible for defining the "what" and "why" of a product. They act as the bridge between customers, business stakeholders, and engineering teams to ensure the product delivers value to users while achieving business goals.

A PM starts by identifying customer needs and pain points through research, interviews, and market analysis. They define the product vision and strategy, breaking it down into a clear roadmap with prioritized features. They work closely with engineering and design teams to translate these ideas into actionable requirements, ensuring the product is built effectively.

Throughout the product lifecycle, the PM monitors performance, gathers feedback, and uses data to make informed decisions about improvements. They also collaborate with marketing, sales, and customer support to drive adoption and ensure the product succeeds in the market.

In short, a PM owns the success of the product by aligning the team around a shared vision, ensuring delivery, and creating value for both customers and the business.

If I were to relaunch Alexa, I would focus on creating a user-centered, utility-driven experience that addresses key barriers to adoption while emphasizing unique capabilities. First, I would prioritize integration with essential daily tasks, ensuring Alexa could seamlessly coordinate across multiple devices and apps, such as calendars, reminders, and shopping platforms, making her indispensable from day one. Partnering with trusted brands to enhance Alexa’s functionality in smart homes, productivity, and entertainment would expand her role in users' lives and foster immediate value.

To address privacy concerns—one of the biggest adoption challenges—I would make privacy settings transparent and customizable from setup, with simple controls to give users confidence over data usage. For example, introducing an “offline mode” and prominent indicators of recording would enhance trust.

Marketing would highlight Alexa as an essential lifestyle tool rather than merely a voice assistant, appealing to specific demographics (e.g., families, professionals, tech enthusiasts) through targeted use cases. Additionally, I would create a robust developer ecosystem with incentives to build Alexa-compatible skills, expanding the platform’s versatility.

Finally, I would introduce Alexa with an initial free trial of premium features, making it easy for users to explore high-value options and become invested in Alexa as an everyday assistant.

A good product manager must be

Customer centric - A good PM will always keep their customers at the heart of every decision. It is essential that the product team is working on features as per real user needs. In order to do this, PM should be able to be able to work through customer feedback, reviews, analyze these data to understand their true pain point and prioritize the right features for delivery.

Clear communicator - Clear communication is of utmost importance for this role. It is essential that a PM is bale to articulate a complex problem in a simple manner. A PM deals with various stakeholders and needs to be able to communicate in a clear manner to be able to align all the teams towards a common goal. 

Strategic thinker - A good PM should be able to think several steps ahead, planning actions strategically aligning with the business goals. This includes planning a clear roadmap, anticipating risks, and making decisions that balances short term and long term success.

Good problem solver - Problem solving is very central to a PM. There is problem solving in every aspect of the job. A PM should be able to break down a complex issue into smaller manageable problems and employ effective approaches to address them. A PM should also be very resilient under pressure and work in ambiguous situations.

Be authentic. Take time to listen to them and get to know them. Ask good questions which shows you’re engaged and support them, particularly against any external chatter.

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.

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

l, I initially built automation scripts for trade reconciliations and reporting using standalone Python and UNIX-based cron jobs. These worked well for smaller data volumes, but as our operations scaled across global teams in London, Hong Kong, and the Bahamas, performance and maintainability became a bottleneck.

I realized I needed to adapt my workflow to better support large-scale, distributed processes. So, I changed how I worked by migrating critical pipelines from PostgreSQL and flat scripts into a more robust ETL framework using Databricks and Delta Lake. I restructured batch processes into streaming jobs and modularized the Python code to be production-grade. I also started using Kafka and Kubernetes to improve system reliability and orchestration.