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Behavioral
8 months ago
What is it about the Backend Engineer role at Wealthfront that excites you the most?
Backend Engineer

Wealthfront

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8 months ago
Behavioral
9 months ago
Could you tell me about a time when you went the extra mile for a project or endeavor?
Backend EngineerData Engineering ManagerEngineering ManagerUX Designer

Wealthfront

Roblox

PayPal

With a major product launch on the horizon, expecting to triple the user load. The infrastructure was non-optimized for demand and incident response was non-harmonious across teams with no set process.

As the SRE Manager, I'd have to implement project changes to infrastructure to accommodate high availability and scalability. I discovered a long-standing issue surrounding incident response and observability that would make it all the more difficult to achieve reliability under pressure and peak traffic.

Therefore, instead of fulfilling the project requirements as presented, I became an advocate for change across the organization. I established an observability platform with 100% stack coverage, created custom SLOs/SLIs/error budgets to enhance performance and reliability visibility, drafted and socialized an incident management playbook across the company and held hands-on trainings for all respective teams. In addition, I advocated for Terraform for Infrastructure as Code to help with deployment time and held FinOps reviews to help eliminate redundant costs in cloud spend.

As a result, we did not only survive the 3X traffic upon product launch with zero critical incidents, but we also achieved 15% saves the following years in cloud costs and 40% faster deployments. Many of the processes I created were adopted as company-wide best practices.

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9 months ago
Behavioral
10 months ago
Tell me of an instance where you received unwelcome feedback?
Backend EngineerEngineering ManagerUX DesignerUX Researcher

Wealthfront

Sprout Social Logo

Sprout Social

NCR Logo

NCR

In the first company I worked as tech lead, even though my performance rating was good, I received a 360 degree feedback on my interpersonal skills as well. One of them said that I sounded a bit rude in couple of discussions. When I asked for the instances, I got examples where I got the feedback from and not whom. So I had to explain my manager that it was not intentional and the aggressive demanding nature of mine could have been perceived as rude. But I considered the feedback and identified, corrected myself, toned down the way I speak in certain instances which made a set of teams in my org ex: production support teams reach out to me more often now for guidance. So this helped me gain valuable experience and unlock a totally different perspective in terms of collaboration with other squads in the company.

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10 months ago
Behavioral
10 months ago
Tell us about how Wealthfront aligns with your longer-term goals
Backend Engineer

Wealthfront

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10 months ago
Behavioral
a year ago
What was your most innovative idea?
Backend EngineerML Engineering ManagerData Science ManagerData Engineering Manager

Wealthfront

SPS Commerce Logo

SPS Commerce

Grover Logo

Grover

  1. Situation: Our cloud bill had been steadily increasing, but engineering teams lacked visibility into which workloads were driving the cost. Leadership wanted accountability, but SREs like me knew that finger-pointing wouldn’t solve anything without data.
  2. Task:I wanted to design a way to give each team ownership of their spend — without adding operational overhead — while also uncovering unused or over-provisioned infrastructure.
  3. Action:I built an internal “cost dashboard” that pulled billing data from our cloud provider’s API, tagged resources by team and environment, and visualized it by service, team, and project. But the innovative part was integrating it with our CI/CD workflows: before a PR deploying new infra could be merged, it would estimate the monthly cost impact. I also built a Slack bot that sent weekly team-level cost summaries and flagged idle resources.
  4. Result: Within two months, teams identified and shut down $8,000/month in unused dev resources. More importantly, it shifted the culture — infra cost became part of architectural discussions. Finance even started using our dashboard during quarterly planning instead of relying solely on billing exports.

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a year ago
Behavioral
a year ago
How would you like to be positioned in your next role at Wealthfront?
Backend Engineer

Wealthfront

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a year ago
Behavioral
a year ago
In what ways would you measure success?
Backend EngineerData ScientistFull Stack Software EngineerProgram Manager

Wealthfront

Faire Logo

Faire

Databricks Logo

Databricks

+1

Success could be measured in multiple different factors. An engineer or a resource would be performing very well in the team, stupendous technically but their relationship with the team should also be desirable. They should be open to collaborate, have good relationship, trust with the team, help cross functional team for collaborating with multiple business teams. Should be able to understand the problem providing right solution at right time, mentoring others in the team and always posses the ability to communicate with at most clarity. 

All of this is a 360 degree feedback that one could be considered successful working in an organisation.

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a year ago
Behavioral
a year ago
What is the most innovative idea you have ever had? How did you come up with it and how did you go about implementing it?
Backend EngineerData Engineering ManagerEngineering ManagerUX Designer

Wealthfront

NetApp Logo

NetApp

Bill.com Logo

Bill.com

+7

When I joined my new team , I took lead on a new project which was complex in nature, had many unknowns and our team had to work on new framework, techstack, data models. The team was following agile methodology and will start with the work in first sprint. there was no concept of zero sprint or story grooming prior to the start of first sprint.

with the existing approach I envisioned some issues:

1. Because the number of unknown were high, the chances of doing wrong estimations for development were high.

2. There were high chances that the prioritisation is not right and we might have to revisit the features again and again.

3.  We might find out about unknowns while we are in the development process and that might cause delays.

To overcome these issues, I suggested some changes in our approach:

1. Increase the planning for one more release cycle and group the features as now, next and later.

2. For the features planned in the now group , prioritise them for the next release and complete the research and PRDs for them one sprint early. That means dev and QA will have 2 weeks extra to go through the stories, find out the dependencies and share the feedback. This helped in identifying if we need POCs for any feature or we can right away start developing them. Or if further modularisation is required.

3. I suggested to track the features related to new project in a different group, because to begin with the pace of the delivery will be slow.

When we begin, we took one complete release only in the RnD and understanding the new framework and doing small POCs to validate our understanding.

From second release, when we as a team were ready with good understanding on the expectations and other tech dependencies we started delivering and we could complete 2 full flows from end to end.

We had very less amount of spillover and could complete almost everything in the backlog, which was a big issue in earlier releases.

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a year ago
Behavioral
a year ago
Tell me about a time you failed at work.
Backend EngineerTechnical Program ManagerSoftware EngineerML Engineering Manager

Wealthfront

Capital One Logo

Capital One

TuSimple Logo

TuSimple

At my previous role, I was leading a fraud detection AI model deployment for a financial services client. The model aimed to reduce fraudulent transactions by 25% while maintaining a low false positive rate.

I was confident in the model’s performance in the test environment, but when we deployed it in production, we noticed an unexpected spike in false positives. Transactions flagged as fraudulent were legitimate, causing disruptions for customers and increasing manual review work. To resolve this, I:

  1. Investigated the issue by comparing training and production data.
  2. Identified data drift—the model was trained on historical data, but recent transaction patterns had changed.
  3. Worked with data engineers to implement real-time data monitoring.
  4. Retrained the model with up-to-date data and adjusted hyperparameters to improve generalization.

This fix reduced false positives by 25%, improved fraud detection accuracy, and ultimately saved $500M in operational savings across multiple initiatives. This experience taught me the importance of continuous model monitoring and proactively accounting for data drift. Now, I always incorporate data validation pipelines and feedback loops into AI deployments to prevent similar issues.

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a year ago
Behavioral
a year ago
What are the steps to earning trust in a team?
Backend EngineerData Engineering ManagerEngineering ManagerUX Designer

Wealthfront

Western Digital Logo

Western Digital

FleetSmith Logo

FleetSmith

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a year ago

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*All interview questions are submitted by recent Wealthfront Backend Engineer candidates, labelled and categorized by Prepfully, and then published after being verified by Backend Engineers at Wealthfront.

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