Tell us about a situation where you had to earn the trust of the group to forge a path forward.
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1. Provide context/"set the scene": where and who was involved
2. Problem: what was the issue you were trying to solve, the contraints, and the goal to accomplish
3. Articulate the Approach: empathize by identifying pressures the group is facing, have supporting evidence on how a solution can support the group, be ready to have levers to negotiate on
4. Outcome: summarize the outcomes
I was the Lead PM at a mid-stage company in a hyper growth phase The CEO wanted to implement a product led model and wanted me to take the company on this journey
Engineering had accrued massive tech debt and had become distrustful of sales and marketing. I knew it would be hard to move forward without mollyfing this concern. I talked to the VP of Eng and addressed the pressures they were facing of having limited context on the rationale behind requirements, devitating from the roadmap and dealing with vendor integration challenges that could have been prevented. I then worked with him to implement processes for architecture review and a template for sales and marketing to help communicate the strategic fit and desired outcome for tech requests.
The sales and marketing teams started following the process and we were able to prioritize the backlog against new work rapidly, start building out a new Flywheel model for growth, and have better team morale built on stronger communication.
2. Problem: what was the issue you were trying to solve, the contraints, and the goal to accomplish
3. Articulate the Approach: empathize by identifying pressures the group is facing, have supporting evidence on how a solution can support the group, be ready to have levers to negotiate on
4. Outcome: summarize the outcomes
I was the Lead PM at a mid-stage company in a hyper growth phase The CEO wanted to implement a product led model and wanted me to take the company on this journey
Engineering had accrued massive tech debt and had become distrustful of sales and marketing. I knew it would be hard to move forward without mollyfing this concern. I talked to the VP of Eng and addressed the pressures they were facing of having limited context on the rationale behind requirements, devitating from the roadmap and dealing with vendor integration challenges that could have been prevented. I then worked with him to implement processes for architecture review and a template for sales and marketing to help communicate the strategic fit and desired outcome for tech requests.
The sales and marketing teams started following the process and we were able to prioritize the backlog against new work rapidly, start building out a new Flywheel model for growth, and have better team morale built on stronger communication.
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1. Provide context/"set the scene": where and who was involved
2. Problem: what was the issue you were trying to solve, the contraints, and the goal to accomplish
3. Articulate the Approach: empathize by identifying pressures the group is facing, have supporting evidence on how a solution can support the group, be ready to have levers to negotiate on
4. Outcome: summarize the outcomes
I was the Lead PM at a mid-stage company in a hyper growth phase The CEO wanted to implement a product led model and wanted me to take the company on this journey
Engineering had accrued massive tech debt and had become distrustful of sales and marketing. I knew it would be hard to move forward without mollyfing this concern. I talked to the VP of Eng and addressed the pressures they were facing of having limited context on the rationale behind requirements, devitating from the roadmap and dealing with vendor integration challenges that could have been prevented. I then worked with him to implement processes for architecture review and a template for sales and marketing to help communicate the strategic fit and desired outcome for tech requests.
I also got the buy in of the VP of Marketing and VP of Growth and the sales and marketing teams started following the process focusing on including data to help us prioritize the impact and cost of request. We were able to prioritize the backlog against new work rapidly, start building out a new Flywheel model for growth, and have better team morale built on stronger communication.
2. Problem: what was the issue you were trying to solve, the contraints, and the goal to accomplish
3. Articulate the Approach: empathize by identifying pressures the group is facing, have supporting evidence on how a solution can support the group, be ready to have levers to negotiate on
4. Outcome: summarize the outcomes
I was the Lead PM at a mid-stage company in a hyper growth phase The CEO wanted to implement a product led model and wanted me to take the company on this journey
Engineering had accrued massive tech debt and had become distrustful of sales and marketing. I knew it would be hard to move forward without mollyfing this concern. I talked to the VP of Eng and addressed the pressures they were facing of having limited context on the rationale behind requirements, devitating from the roadmap and dealing with vendor integration challenges that could have been prevented. I then worked with him to implement processes for architecture review and a template for sales and marketing to help communicate the strategic fit and desired outcome for tech requests.
I also got the buy in of the VP of Marketing and VP of Growth and the sales and marketing teams started following the process focusing on including data to help us prioritize the impact and cost of request. We were able to prioritize the backlog against new work rapidly, start building out a new Flywheel model for growth, and have better team morale built on stronger communication.
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Get access to 2,346 pm interview questions and answers to give yourself a strong edge against other candidates that are interviewing for the same position
Get access to over 238 hours of video material containing an interview prep course, recorded mock interviews by expert PMs, group practice sessions, and QAs with expert PMs
Boost your confidence in PM interviews by attending peer to peer mock interview practices, group practices, and QA sessions with expert PMs
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