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Albright Stonebridge Group Interview
Questions

27 Questions and Answers by Ryan Brunner

Published October 3rd, 2019 | Ryan has over 10 years of experience interviewing
candidates in the healthcare, public service, and private manufacturing/distribution industries.
Job Interviews     Companies     Talent     Commercial Services    
Question 1 of 27
What would you say is the key factor for an organization to consider when building an action plan for growth?
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How to Answer
Creating an action plan for growth can entail many steps and processes. As the clients at Albright Stonebridge Group will look to you to be an expert on the entire process, your interviewer is simply looking to take a dive into your mind to hear what you feel is the most important factor. No matter how you answer this question, be sure to speak passionately about why this factor is important and how you will help their clients understand this and put it to use.
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Answer Examples
1.
What would you say is the key factor for an organization to consider when building an action plan for growth?
Creating an action plan for growth can entail many steps and processes. As the clients at Albright Stonebridge Group will look to you to be an expert on the entire process, your interviewer is simply looking to take a dive into your mind to hear what you feel is the most important factor. No matter how you answer this question, be sure to speak passionately about why this factor is important and how you will help their clients understand this and put it to use.

Ryan's Answer #1
"In my experience in going back and measuring the successes of past organizations that I have been a part of a growth plan for, the top determining factor in success was having and following a five year plan for growth. The development of a solid five year plan entails setting goals, establishing the resources needed to meet the goals and pinpoints any potential hurdles on the way to the goals. An integral part of the plan also includes timelines for adding resources along the way to ensure that milestones are met on time."
Ryan's Answer #2
"To me, companies that seize opportunities in their market are best suited for growth into the future. For a lot of companies, seeing opportunity is a huge area for improvement and its a passionate area of mine where I could bring expertise the clients of Albright Stonebridge Group. As a consultant, the process of seeking out opportunity would involve detailed SWOT analyses, market research and surveying of staff. These processes will help clients see their best opportunities for growth, then further plans can be made to turn plans into reality."
2.
Rate your communication skills from 1-10 with proper examples backing your given rating.
On a scale of 1-10, how skilled are you in communication? Why did you choose that particular rating for yourself?

Ryan's Answer #1
"I rate my communication skills as a 9/10 as I will, on occasion, have times when I am not as clear as I would like to be. My supervisor and co-workers will attest to my clear and concise communication skills. Because I am an open leader, my team will let me know if I need to clarify anything."
Ryan's Answer #2
"I will rate myself an 8.5 because I consider myself a strong communicator. It is the foundation of all success in business. I am always striving to be a better communicator, so I leave the rest of the scale as an aspirational measure."
3.
An often difficult part about working for Albright Stonebridge Group and our clients is the need to be fluent and adaptable to the cultures of our clients. Why would you say that you'd be able to handle this aspect of the job with ease?
In the business consulting world, organizations work with clients that all have different backgrounds, leadership styles, cultures, industries and motivating factors. Consultants hired to come in to these organizations have to possess a chameleon-like ability to ingrain themselves in a new company's culture. For you to be successful in the role that you are interviewing for, you must possess this same ability. In your answer to this question, be sure to point out your fluidity to adapt to new situation in your work by giving an example or two of a time you had to do this to give your interviewer a sense of your ability to be flexible with clients.

Ryan's Answer #1
"During my career to this point, I've been very fortunate to say that I've worked for one employer for over ten years and the experience that I've gained with them is a huge asset to me personally. But even though all of my relevant work experience is with the same employer, I've worked under six different department managers during my time there and each person had their own unique management style and expectations of me. As well, my organization has undergone three mergers in my time there and each merger brought a new and bigger organization to light with new values and culture. Whether it was a manager change or an organization change, I always prioritized openness and asking questions to get to know new processes better. I would bring this approach with each and every new client that I would work with in this role."
Ryan's Answer #2
"I would liken this role as a Client Manager to working with my customers in my current job. I approach each new customer with an open slated mind while getting to know their motivations, their needs and their expectations of me to help me get a better understanding of how I can best suit them. If hired for this position working with your clients here at Albright Stonebridge Group, this approach would be vital because of the variety of businesses and industries that I would be working with."
4.
Here at Albright Stonebridge Group, you may be asked to work on the corporate governing structure and its effectiveness for a client. How would you measure the effectiveness of a board of directors?
As people have more and more access to knowledge and information, investors, regulators and other key stakeholders are demanding high level results from the boards of most organizations. Because of this fact, many clients at Albright Stonebridge Group seek out their services to measure the effectiveness of their boards. If you have direct experience in evaluating and measuring the effectiveness of a board, talk about that experience. If you don't have direct experience, talk about the need for evaluation to go beyond measuring if the board performed their responsibilities and dive into further measures that truly impact the organization.

Ryan's Answer #1
"If I was asked by a client to measure the effectiveness of their board, I would first seek to find out if any predetermined measures for success had been developed. If there had, we could look at calculating success in those areas as a starting point. Then, whether they had already established measures or not, I would use my expertise to delve into measuring aspects managing operations of the business and the corporate structure of the organization. These measures are often overlooked by corporate boards and are imperative to the successes of any business."
Ryan's Answer #2
"I am a firm believer that measuring a corporate governing structure must ultimately be led from within, so I would see myself as a true consultant in giving board leaders the knowledge and tools to lead a successful evaluation of their work. In my experience and work in the past, corporate governance is best measured on the following three items: how they lead, how they manage and how they contribute to the organizations success. I have steadfast measuring techniques for these items that I'd love to bring to your clients here at Albright Stonebridge Group."
5.
What experience do you have working with corporate governing boards? What role have you seen them play?
In this role with Albright Stonebridge Group, you will have the opportunity to work with boards of directors with clients. As part of this duty, it is important for you to understand that boards have a unique perspective of representing shareholders or the general public in relation to the direction that the organization is moving. In some cases, board members are elected. For this question, talk about any experience that you do have in working with corporate boards and talk about your role in that interaction. Then, explain the importance that your role can play with the clients of Albright Stonebridge Group and ensuring that corporate governance is sound and running smoothly.

Ryan's Answer #1
"In my current role, I have consulted with boards of directors on business ethics training. The boards that I have worked with were all very diverse, spanning across many industries and of many different sizes. Many included elected community members, union representatives and C-level executives from within the organization. While all boards I have worked with had the best financial interest of the organization in mind, the ethics training was important in ensuring that their organization was conducting business in an ethical, safe and legal manner. I am comfortable in providing training and speaking with boards of directors and would look forward to doing so with Albright Stonebridge Group."
Ryan's Answer #2
"My experience working with governing boards falls within self-assessments and action planning for the future. The assessments I have conducted have led to helping governing boards build on their strengths, identify areas for growth and prioritizing steps moving forward to increase the boards effectiveness. During these processes, I've sat in on board meetings, conducted group and 1:1 interviews and had difficult conversations with high level leaders of organizations. The great experience I have working across the healthcare and manufacturing industries would be a huge asses to your clients here at Albright Stonebridge Group."
6.
Change management is an important aspect of consulting our clients here at Albright Stonebridge Group. Have you participated in a change management process during your career?
Due to many factors, change is inevitable adn unavoidable for businesses today. Because of this, Albright Stonebridge Group is often sought after to lead change management processes for their clients and the role that you are interviewing for will help facilitate this process with clients. Prior to your interview, think about particular change management processes that you have been a part of and be able to speak to your ability to lead others in making necessary business changes. Make sure to talk about the importance of having a vision, developing a plan and measuring progress as part of the overall change process.

Ryan's Answer
"In my leadership role with my current organization, I have been part of an ongoing change process to optimize our staffing ratio to meet production needs. After being part of a careful analysis process and researching industry standards, we implemented a plan to heavily reduce our administrative staff while bolstering production staff and this was a huge change for our organization. My role in the implementation of the process was to gather data and put together a presentation for our Board and Senior Leadership. As well, I helped prepare both internal and external communications that went out regarding our upcoming changes. As things stand today, we have been in continuous review of new processes and things are going great! This involvement has helped prepare me for helping others manage significatn change in their business processes."
7.
Give an example of a time you used data in analyzing risk for an organization. Did you utilize any tools in this process?
Gathering and analyzing data is an important step that any risk management professional must take during their evaluation processes. What's even more important than gathering and analyzing is putting the data to use to achieve results. For this question, talk in detail about a time that you used data in a working situation. Explain the tools, whether it was specific software or a spreadsheet, to help analyze and get results out of the data you collected.

Ryan's Answer #1
"As you can see from my resume, I've spent a good portion of my career working in the manufacturing industry. In that industry, a good deal of my risk focus was on employee safety and lost time prevention. When I took my current position, I analyzed data over the past ten years to find trends on workplace injuries that led to work comp claims. By using a very intricate Excel spreadsheet that I created, I was able to find a few different problem areas. From there, I worked with management and our safety coordinator to implement new work practices and policies moving forward."
Ryan's Answer #2
"In my current role, I am using the Resolver risk management software and it has really been an effective tool in storing and analyzing data and then helping put the data to functional use. Last year, I was tasked with leading a team of individuals to assess risk of potential defective products that my organization was putting to market. My job was to research and gather data on potential lawsuit risk that the organization could be looking at while others focused on the internal pieces that would fix the problem. Resolver was a great tool for our whole project and luckily, my organization didn't face any lawsuits based on our quick work."
8.
Talk about a time that you utilized a creative solution to help with an environmental issue on the job. What resources did you use to help make the creative solution a reality?
As an environmental engineer/expert, being creative and innovative should be a part of your soul and DNA. For this question, your interviewer will be looking for your ability to use education and/or research to come up with a creative solution to an issue. Be sure to speak in detail about the steps you took to put a creative plan into action and don't forget to talk about final results as well.

Ryan's Answer #1
"During my time working for the state of New Jersey, I was tasked with water cleanup projects to help save natural lakes and ponds that were subject to major pollution from nearby factories. To first help sustain life in the waterways, I researched and attending some training on biofiltration systems. With the training I underwent, I utilized a strain of cabbage in the ponds that effectively filtered and destroyed many of the VOC's in the ponds. This allowed life in the waters to thrive while we searched for more solutions on the contaminants."
Ryan's Answer #2
"Last year, I worked hand in hand with mechanical and design engineers on new wind turbines that would dramatically decrease the killing of birds and bats in the areas where wind farms currently existed. I utilized my knowledge of bird flight patterns and flight control to help convince the team that vertical turbines were the best route to take. While a little more costly to produce and get up and running, the lessened effect on the local ecosystems were well worth the efforts."
9.
As a consultant here at Albright Stonebridge Group, helping our clients set growth strategies through both short-term and long-term goals is important. Give an example of a time that you set both short and long-term goals for a growth strategy.
An effective growth strategy has a long-term plan, but the success of the long-term plan is reliant on short-term, tiered goals that help build towards the long-term goals of the plan. In your answer, explain that you know the importance of goal setting and the fact that short-term goals are important in the process. Then, discuss a time where you developed and met goals when helping an organization move toward strategic success.

Ryan's Answer #1
"A couple of years ago, I helped a healthcare organization on the west coast develop a growth plan that entailed building one new hospital and three new clinic locations over the course of five years. As the liaison for the entire plan, I knew that goal was aggressive, yet very achievable, if the right short term goals were set. In working with high level leadership and then with specific department leaders, goals and timelines were set for obtaining funding, building permits, staffing plans and ribbon cutting from the start. Even to this day, I stay in contact with the leaders on a consultative basis to ensure that any hiccups in the short-term goals help meet the long-term goals. In the end, the success of a long-term goal is always reliant on many smaller short-term goals."
Ryan's Answer #2
"During my time in manufacturing, I've quickly learned the importance of both short-term and long-term goals in achieving growth goals over time. Hitting short-term goals leads to success in the long-term and I utilize both long and short-term goals when developing growth strategies. This is best shown with my current organization when we developed a fiscal growth strategy to increase overall revenue by 25% over the course of three years. We looked in many directions to help this, but our main focuses were in increased production and reduced waste. By casting such a wide net here, short term goals for each aspect of the project were vital to the end result of increasing by revenue by over 35% in that time frame. What a success!"
10.
If you are hired for this position here at Albright Stonebridge Group, what do you think the biggest hurdle for you would be from the start?
For this question, you can showcase your research that you've done on both Albright Stonebridge Group and the role you are interviewing for by being upfront and honest about what you feel would be the biggest learning curve for you if hired for the position and giving your plan for how you would approach this hurdle. In your answer, make sure that you highlight your skills and abilities in making a molehill out of a mountain on your way to success in this role.

Ryan's Answer #1
"As you can see from my resume, most of my career experience is in the food industry. If fortunate enough to be hired for this position, the biggest area for learning for me would be the finance side of other industries like technology, telecommunications and healthcare. From day one, I would begin by thoroughly research the clients here at Albright Stonebridge Group and speaking with as many industry experts that I know through business networking. While learning the ins and outs of other industries is the biggest learning curve for me, I see it as a great opportunity for me to become more proficient and effective in the work that I'd be doing for you."
Ryan's Answer #2
"While this may sound funny to you at first, I think the biggest challenge for me from the start will be adapting to the great corporate lifestyle and culture here at Albright Stonebridge Group. When I saw this position being open for applicants and I did my research, I was extremely excited to hear about the flexibility and openness to the ideas of your staff members. I've been working for six years in an environment that is very opposite of an open culture for new ideas and for me personally, it will feel foreign for me to bring new ideas to the team here and have them be accepted."
11.
At Albright Stonebridge Group, how would you explain benchmark data to a client and its importance?
Benchmarking data is often an overlooked piece of information for organizations to consider when factoring their performance against industry competition. In the end, businesses are in competition and to gain an edge over their rivals, proper benchmarking needs to be done to get a true comparison. As an expert consultant to their clients, the leadership team at Albright Stonebridge Group and your interviewer will expect you to know the importance of benchmarking.

Ryan's Answer #1
"In simple Layman's terms, I would explain benchmarking to clients by explaining that it is taking the best practice metrics from other peers within their industry using very quantitative measurements. In turn, I would explain that this benchmarking gives a starting point for their organization to set goals once internal metrics are obtained and compared to the benchmarked data."
Ryan's Answer #2
"Far too many times during my career have I witnessed organizations that were hesitant to even look at benchmarked data for their industry. I first do my best to sell leaders on the importance of comparing apples to apples within their industry to get a true gauge for how their company is performing. Then, once I receive buy-in to the process, I can then move forward with gathering information from a client on what best benchmarking measures would be. This is a tedious but necessary process with any data analytics project."
12.
What impact do you feel that the digital revolution has had in the mergers & acquisitions field?
Any way you slice it, the digital revolution across the world has significantly increased both the needs and the abilities for organizations to acquire others. From your point of view, talk to your interview about where you've seen digital and online formats impact different mergers and acquisitions and make it clear to your interviewer that you will be able to work effectively with their clients in making this a part of their plan.

Ryan's Answer #1
"The internet and other digital avenues has surely increased acquisitions in the fields I've been working in over the past ten years. In retail, internet sales from companies like Amazon has certainly put smaller retailers at risk. I recently worked with a large clothing retailer in acquiring several small companies to bolster their product line. The acquisitions were a win-win situation for both buyer and seller and the selling company was able to sell their business prior to having to close down shop or even filing for bankruptcy."
Ryan's Answer #2
"The digital revolution has impacted both organizational mergers and acquisitions in many ways. What is happening now that didn't happen years ago is companies purchasing tech companies that they can help use to grow their own business in a unique way. As an advisor to your clients here at Albright Stonebridge Group, these type of growth opportunities would always be at the top of my mind."
13.
A key component to success here at Albright Stonebridge Group is building solid relationships with new clients. How do you effectively get to know new people and lay the groundwork for a long lasting relationship?
The fast paced world of business consulting requires the ability to build relationship after relationship with all of the clients that you will potentially be working with. For this question, your interviewer will be looking to gain insight into how you build relationships with new people from the first time you interact with them. In your answer, talk about how you gain and build trust with new people and explain how the little things in your initial interactions go a long way toward building long lasting working relationships.

Ryan's Answer
"I am a firm believer that success in any role I've played in my career was due in part to the relationships that I've built in those roles. Whenever I have the chance to work with a new colleague or a new customer, my approach is to create an initial connection with them to build trust. After that point, my interpersonal skills take over through active listening. I use my listening skills to learn about the motivating factors and needs of the person that I will be working with and this helps mold that respect and trust between us even more. I think this approach would be very critical in working with new clients on a regular basis here at Albright Stonebridge Group and I'd love the opportunity to bring these skills to the table for you."
14.
What roles are you comfortable assuming in working as part of a larger team?
Coming to work for a consulting business requires the ability to work as part of a larger team on the projects you will be heading. Teamwork in this setting requires versatility and your interviewer will be looking to hear that you have that versatility in your answer to this question. Many times, you will be taking the bull by the horns and leading the way. Other times, you will be the worker bee researching behind the scenes. You may be tasked with being the organizer of projects behind the scenes as well. Make sure that you highlight your ability to be flexible when working as part of a team here.

Ryan's Answer #1
"I am really comfortable working in any role within a team and I think my experiences throughout my career demonstrate this well. At many times in my career, I've been the legwork of team operations and have easily taken direction on projects and been able to hit pre-established deadlines. As well, I've lead many projects and have shown my ability to lead others in a team effort and the ability to delegate tasks and set milestones for projects. If hired for this position, you can be rest assured that I have the ability to be a key team players with your clients in helping better their business."
Ryan's Answer #2
"From a very young age in my career, I've always been a natural leader in a team based environment. My excellent communication skills, honesty, critical thinking and decision making skills have proven time and time again that I can lead others in the most effective way possible. And while being a leader comes naturally to me, I can easily let others take the lead on projects."
15.
Have you ever developed an acquisition strategy for an organization? Why would this be important to our clients here at Albright Stonebridge Group?
For clients that are just beginning the potential acquisition process, an effective strategy is imperative to help them outline what they expect to gain from an acquisition. This strategy provides the basis for all other steps of the acquisition process by outlining what the end goal will be. As a consultant with Albright Stonebridge Group, their clients will rely on your expertise in this area so be sure to speak about the experience you have and how that will help the clients that you work with.

Ryan's Answer #1
"In the last year, I have helped two organizations think out and write their acquisition strategies that they would use moving forward. For one regional grocery retailer, I worked with their CEO and CFO to learn that their desire to enter new markets was their overall goal. With that strategy in mind, we began to search and evaluate potential organizations in adjacent regions to where the retailer currently had a foothold. As of today, they have successfully acquired one struggling regional chain and opened six new stores that are flourishing."
Ryan's Answer #2
"A well thought out acquisition strategy is crucial for an organization to have as they look to venture out in new markets and territories. I consider this planning process as one of my fortes that I'd be able to bring a wealth of expertise to with your clients. A couple of years ago, I consulted a mid-sized automotive dealership that had aggressive dreams of growing their number of dealership. In that industry, there just isn't much room for expansion so merging with or acquiring new dealerships was a priority. In my leading of the process for developing a strategy, the leadership team identified new brands as a top priority. With that as our starting point, our analysis of competition in the area showed struggling numbers at two competitors. Within a year, a deal was struck for my client to obtain the local Toyota/Lexus dealership."
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27 Albright Stonebridge Group Interview Questions
Win your next job by practicing from our question bank. We have thousands of questions and answers created by interview experts.
Interview Questions
  1. What would you say is the key factor for an organization to consider when building an action plan for growth?
  2. Rate your communication skills from 1-10 with proper examples backing your given rating.
  3. An often difficult part about working for Albright Stonebridge Group and our clients is the need to be fluent and adaptable to the cultures of our clients. Why would you say that you'd be able to handle this aspect of the job with ease?
  4. Here at Albright Stonebridge Group, you may be asked to work on the corporate governing structure and its effectiveness for a client. How would you measure the effectiveness of a board of directors?
  5. What experience do you have working with corporate governing boards? What role have you seen them play?
  6. Change management is an important aspect of consulting our clients here at Albright Stonebridge Group. Have you participated in a change management process during your career?
  7. Give an example of a time you used data in analyzing risk for an organization. Did you utilize any tools in this process?
  8. Talk about a time that you utilized a creative solution to help with an environmental issue on the job. What resources did you use to help make the creative solution a reality?
  9. As a consultant here at Albright Stonebridge Group, helping our clients set growth strategies through both short-term and long-term goals is important. Give an example of a time that you set both short and long-term goals for a growth strategy.
  10. If you are hired for this position here at Albright Stonebridge Group, what do you think the biggest hurdle for you would be from the start?
  11. At Albright Stonebridge Group, how would you explain benchmark data to a client and its importance?
  12. What impact do you feel that the digital revolution has had in the mergers & acquisitions field?
  13. A key component to success here at Albright Stonebridge Group is building solid relationships with new clients. How do you effectively get to know new people and lay the groundwork for a long lasting relationship?
  14. What roles are you comfortable assuming in working as part of a larger team?
  15. Have you ever developed an acquisition strategy for an organization? Why would this be important to our clients here at Albright Stonebridge Group?
  16. At Albright Stonebridge Group, our clients are looking for us to come in and provide sound leadership in their strategic planning and growth planning processes. What leadership style would you bring to our clients?
  17. If hired for this role, what team building skills and techniques would you be able to bring to our clients here at Albright Stonebridge Group?
  18. When a problem arises, what is your first reaction?
  19. Let's say you were working with a client that was facing a decision of cutting production to limit risk in their market. What would be some of the steps you would take to help them analyze their situation?
  20. At Albright Stonebridge Group, you will have the opportunity to work with high level executives and leaders from the companies we contract with. What experience do you have in working with people at these levels?
  21. In your point of view, what environmental issue will require the most attention in ten years?
  22. In the organizational design work that you have done in the past, how have you involved senior leadership with the organization's that you've worked with?
  23. Talk about a time you had to use conflict resolution skills in a business setting. What was the situation and the outcome and how did you positively influence that outcome?
  24. As a consultant with Albright Stonebridge Group, the ability to give sound risk advice to our clients is always expected. What's the greatest piece of advice you've ever given regarding organizational risk?
  25. Would you say that you are a goal oriented person on the job? Why would you say that?
  26. In what ways would our clients here at Albright Stonebridge Group benefit from your knowledge and services?
  27. Strong time management is important at Albright Stonebridge Group. How do you manage your time, even on the busiest days?
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