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Behavioral
a year ago
What would be your ideal team to join in Snap
Software Engineer

Snap

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a year ago
System Design
a year ago
Create a real-time engine for processing data from IoT devices.
Software Engineer

Snap

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a year ago
Behavioral
a year ago
Tell me about a project you are proud of?
Software EngineerFull Stack Software EngineerProduct ManagerBackend Engineer

Snap

Cisco

GoodData

+2

One project i'm proud of is my internship project which was a full stack project where i had the chance to create a prototype of a template manager , storing the data into a cassandra database, alongside using springboot and java to work on the module structure and life of the project, I then used js and react for UI. This prototype was then deployed and is now being used by internal payment team at jpmc, instead of going to search every resource, i store all the templates in one template manager and they can know just search the nav bar and get the exact template they need. I'm proud of this project not only because it was my first real project using the new languages and frameworks i was learning during internship but it also gave me the confidence of knowing and seeing that I can do this even though i dont have a degree in this field!

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a year ago
Behavioral
a year ago
I want to hear about a time when you had to compromise
Software EngineerFull Stack Software EngineerData ScientistProgram Manager

Snap

Zscaler Logo

Zscaler

ETRADE Logo

ETRADE

+2

At Auctane, I had a senior dev working on tech debt, this was critical for some small segment of customers and my PM was looking forward to it being devliered. A churn happend on other team and they had a higher priority project. That EM approaced me to help him deliver the project. I had to reshffle the resource and had to push back on the timing for this tech debt project . The compramise I made was to put hold the project we had been working and convince my PM that this was most optimal approach for the company.

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a year ago
Behavioral
a year ago
Would you change something about Snap if you could?
Software Engineer

Snap

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a year ago
Behavioral
a year ago
Have you ever had to convince someone of an idea? How did you do it?
Software EngineerFull Stack Software EngineerTechnical Program ManagerBackend Engineer

Snap

Guidewire Software Logo

Guidewire Software

Remitly Logo

Remitly

+1

At hyperface we got requirement from product team to build a nudge engine, this will be a configuration driven engine and when a condition is met based on the configured communication pattern it is going to send the communication. Example : If user have done 5 transaction is flikart and an offer is going on to do 10 transactions to get a reward we will nudge user based on the communication channel and rules that nudge him on whatsapp this much time and send him the push notification.

When this product requirement came , product wanted to build each and everything as a single engine, but at that time I realized that having a separate notification service which will take care of all notification related stuff and we will be able to efficiently scale that system and prevent having a tight coupling  will be very helpful , but when I proposed this product did not agreed as they thought right now there is no usecase for making nudge engine and notification engine a separate component.

At that time I dicsucces this with my fellow EM and came to know that they are scenarios where they need to send notification for example otps , push notification and everyone is handling this in a custom way in there own code based . With all this data I went back to product team ann pitched them that having this notification engine all this custom handling will be gone we will have better mechanism to control notification  track metricies and and improve the experience by handling failure scenarios .

with this data I was able to convenience the product team to build to different systems.

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a year ago
Behavioral
a year ago
Tell me about a time when you had to make an instant decision.
Software EngineerFull Stack Software EngineerFrontend EngineerProgram Manager

Snap

MasterClass Logo

MasterClass

Marketo Logo

Marketo

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a year ago
Behavioral
a year ago
Tell me about a time when you had to finish a project with someone you didn't get along with.
Software EngineerData Engineering ManagerEngineering ManagerUX Designer

Snap

Amazon Logo

Amazon

Figma Logo

Figma

+7

Situation:
While working on the CloudGate (CASB) program at Oracle, I had to collaborate closely with a lead engineer who was highly technical but often resistant to input from non-engineering stakeholders, including program managers like myself.

Task:
Our shared goal was to integrate CloudGate’s policy engine with a third-party SaaS provider under tight deadlines for a compliance milestone. Coordination was critical, but communication friction risked delaying delivery.

Action:
I focused on building mutual respect by first acknowledging his technical expertise and then shifting our interactions to be data- and goal-driven. Instead of pushing process, I came to discussions with clear risk/impact scenarios and timelines tied directly to customer and audit deadlines. I also adapted my style—fewer meetings, more async updates with technical clarity—which matched his preference. Gradually, we established a working rhythm built on outcomes, not personalities.

Result:
We delivered the integration on time, passed the compliance audit, and by the end of the project, had built enough trust that he started proactively surfacing risks to me before I had to ask. The experience reinforced for me that adapting communication style and focusing on shared goals is often more effective than trying to change personalities.

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a year ago
System Design
a year ago
Create a high-volume email sending service.
Software Engineer

Snap

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a year ago
Behavioral
a year ago
Tell me about a time when you helped mentor a new joiner.
Software EngineerFull Stack Software EngineeriOS EngineerBackend Engineer

Snap

Okta Logo

Okta

Mitto Logo

Mitto

I was having a team member, who was technically strong, but when it came to gelling with the team members, he was having problems. His comments/feedback for the technical artefacts, or for ones understanding of a problem, was showing people in a bad light. Team members were apprehensive, working with him. People started to unplug themselves while that person was around. I could sense that, the team’s engagement had started to wane. If that had continued, we were at risk of losing that person from the team.

I initially un-plugged him from the team discussions and meetings and started to have a daily sync-ups with him. Sensitised him about working as a team and how successful teams thrive in the organisation. Made him enrol for some trainings like - Seven habits of highly effective people. Recommended that training mainly because of the focus it lays on - personal change, collaborations with the team etc.

Then he started to show empathy towards the team members, started to mingle with team, started to give constructive feedbacks for the technical contributions and started to show respect to the fellow team members. The bridge that was created, started to disappear. And we finally made him part of all the discussions and meetings and today, he is one of the go-to person in the team.

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a year ago

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