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?

"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."

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.

"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."

What would you say is the key factor for an organization to consider when building an action plan for growth?

"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."

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.

"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."

What impact do you feel that the digital revolution has had in the mergers & acquisitions field?

"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."

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.

"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."

Have you ever developed an acquisition strategy for an organization? Why would this be important to our clients here at Albright Stonebridge Group?

"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."

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.

"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."

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?

"Having worked with and led large teams in the development of formal growth plans for organization, I see my role as a consultant and my leadership with clients as being team-based and collaborative. My job is to lead transformational change within the organization because we will ultimately be trying something new with them and implementing change into the future. From my style of leadership comes improvement through a team based effort and I really think the clients here at Albright Stonebridge Group would benefit greatly from my style."

As a consultant at Albright Stonebridge Group, an expectation from clients is for you to bring a sound leadership style to their team and a working knowledge of effective growth and strategic planning processes. While trying to avoid formal labels, talk about your leadership style as a consultant and explain why your style would most benefit clients. Try to focus on keywords that your leadership style brings, like collaboration and support.

"As a consultant, I'd definitely employ a very democratic approach with your clients. They will be looking for me to provide the blueprint and the road map for success for them and then I would look to delegate and leave responsibility for implementing on them. My approach would be educational, resourceful and would preach teamwork among the entire project team. When I've utilized this approach in the past, it was very well received and helped lead to the success of several large projects."

Rate your communication skills from 1-10 with proper examples backing your given rating.

"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."

On a scale of 1-10, how skilled are you in communication? Why did you choose that particular rating for yourself?

"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."

What experience do you have working with corporate governing boards? What role have you seen them play?

"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."

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.

"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."

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?

"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."

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.

"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."

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?

"Throughout my career, I've always held the belief that more can be done in a team based atmosphere. Even when working with bull headed leaders that want to do things on their own versus working with others, I think I bring a great deal of experience in convincing these leaders to be part of a greater team. For me, great teams that I've been a part of knew each other well and knew each others strenghts and weaknesses well. Because of this, I like to use fun ice breakers and activities to promote laughter and conversation at the start of meetings about new projects. As well, I always promote and discuss the importance of open lines of communication and I always stress that team members pick up the phone or send an email to always be in communication on progress made or questions that need to be asked."

Albright Stonebridge Group consults with a wide array of clients that spans across different businesses and industries. One things that every industry has in common is the need for effective teamwork and consultants with Albright Stonebridge Group are expected to bring a team building atmosphere to their clients. For this question, talk about your experience and techniques for helping to promote a high functioning team. In your answer, keep in mind that you will most often be working with high level leaders of clients and speak to your ability to create cohesiveness in teams involving these leaders.

"If hired for this position here at Albright Stonebridge Group, my team building techniques that I would bring to the table for your clients would center around respect and trust as I've found these to be the biggest detriments of teams. Step one would be to promote an environment where every team member has a voice and the ability to be part of the decision making processes. Step two would be to create an environment where team members are honest and walk the talk towards a greater goals. Once these things are accomplished, a team can function to the highest of its ability."

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?

"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."

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.

"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."

At Albright Stonebridge Group, how would you explain benchmark data to a client and its importance?

"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."

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.

"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."

When a problem arises, what is your first reaction?

"When a major problem arises, my first instinct is to take a step back and absorb what just happened. I then go into "

The interviewer wants to know if your reactions to problems reflect maturity and professionalism. How you react will significantly determine how you fit with the team at Albright Stonebridge Group. Perhaps your computer crashes, and you realize you may have just lost all of your hard work. Or maybe you are limited on time and have a deadline rapidly approaching. Demonstrate to the interviewer that you take a very methodical approach to problem-solving, rather than reacting in an impulsive way when a problem occurs.

"I have taught myself to become much calmer with my first reactions when problems arise. Now, I will step back and review my options for solving the problem rather than allow myself to become frustrated."

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?

"From a 10,000 foot overview, I would first seek to understand if the client has done their homework in market research to find out the supply and demand for their product. Knowing that production is based on demand, I'd offer a helping hand as their consultant wherever I could. If it was determined that production would need to be cut, the next step would be to help them walk through the process of determining labor needs in their production facility at that point and what future projections would look like. I feel that my role would be coordinating all of the key decisions makers in the organization during this process."

The sole purpose of a question like this is to make you as the interviewer think on your feet. You may or may not have direct experience with the situation that is proposed and that is where the interviewer is looking for your ability to stay calm, cool and collected as you would have to with a potential client. In the best way you can, take a logical approach to walking your interviewer how you approach this situation with a potential client. Point out the resources that you would use to highlight your ability to solve a problem.

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?

"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."

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.

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?

"In my current role, I work directly under our Chief Financial Officer and sit on a couple of different committees that our Chief Executive Officer is on. Under the direction of my CFO, we have a great working relationship. I am comfortable approaching him at any moment with questions or to bring forward new ideas. He is aware of my strengths and respects my opinions on matters in my wheelhouse, so he never hesitates to come to me with important things. I think the keys to our strong relationship are the respect we show for each other and our open lines of communication."

As a business advisory and consulting firm, Albright Stonebridge Group works with Managers, Directors, CEO's, CFO's, CAO's and leaders with other titles on all of our projects. Your role will likely involve working closely with these leaders. For this question, your interviewer will be looking to hear that you are comfortable in working with the leadership team of the organization's clients by having you talk about your experience. Make sure that the examples you provide include some details on how you worked effectively to get the job done with the leaders you worked with.

"Throughout my career, I feel fortunate to have had the opportunity to work with employees at all levels of the organizations that I've worked with. To me, working effectively with anyone requires a personal touch and a respectful approach. Whether I work with front line sales staff or members of the C-Suite, I take the time to get to know the person, their job and how I can best be of help to them in my role. This approach really helped me build a relationship with a Sales Executive that a few of my colleagues had struck out with in recent interactions."

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.

"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."

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.

"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!"

In your point of view, what environmental issue will require the most attention in ten years?

"To me, the availability of quality water on our planet will continue to be a major issue and if desperate measures aren't taken, it will continue to worsen as we move forward. Water is one of the key elements of survival in the human race and that's why I've dedicated a lot of my effort in my career towards wastewater treatment using nanotechnology."

As you come to Albright Stonebridge Group to interview, your interviewer has a pretty good understanding of your skills and abilities that you'll bring to the table by looking at your past work history and speaking to references. For this question, your interviewer is looking to hear your philosophical view on what you believe is the key environmental issue in ten years. Be sure to speak openly and honestly with what you feel is the key issue and focus your answer on why you believe it is important and give some ideas with how you feel it can be monitored and fixed.

"I think to truly answer this question and all of the issues that face our field moving forward, we have to look at overpopulation of the planet and how we will deal with pollution, water and natural resource issues. Each year, global industrialization and expansion creates less and less natural areas on the globe and resources like forests are wiped out on a regular basis. There are many theories to tackling this issue and more research and education of the general public will be important."

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?

"On a recent organizational redesign for a retail outfit, I worked closely with the CEO, CFO and other senior leaders right from the start of the project. During the planning stages, I teed up several staff communications that came out from the CEO as it was very important that staff were made aware of the pending changes from the highest level of the organization. The leadership team gave valuable input during the planning stage that really helped me to guide the course for them for the entirety of the project. I am comfortable and familiar with working with all levels of an organization and I feel that the clients here at Albright Stonebridge Group will greatly benefit from that if I'm hired for this position."

As a consultant with Albright Stonebridge Group, walking a client through an organizational design change must involve buy-in and involvement from the highest level of the organization. Talk about your previous experiences in working with and including senior leaders in the planning and decision making processes surrounding the redesign of an organization. Be able to speak confidently and knowledgeably as to why it is so important to include them as well. Speak to their importance during the design process, transition planning, transition implementation and follow up after implementation.

"Major change processes like an organizational design change often involve many emotions for the employees of an organization. To help manage emotions, I've always considered the best remedy to be up front, honest communication from the leaders of the organization. Throughout my entire body of work in the consulting role with a company, I ensure that leaders give regular updates to staff. If needed, I help draft communications and write speeches for town hall meetings and don't hesitate to assist leaders with these items."

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?

"In my current role, I was asked to work with two sales managers that were not seeing eye to eye in future planning processes and I was asked to step in and intervene on the situation. My approach to this situation was to first meet individually with each manager to get their perspective on the situation and, lo and behold, both managers felt disrespected by the other. With that in mind, my approach to coaching their relationship focused on empathy and the ability to see things from each other's chair. I held an open forum where each could talk about times they felt disrespected by the other and I think it was really eye opening for each. At the end of that single conversation, both realized that they were in competition with each other and both agreed to work hand in hand for the betterment of the organization in the future."

In this role with Albright Stonebridge Group, chances are great that you would be working with employees at clients who don't see eye to eye on things and you will quickly become the mediator between them with your expertise. Prior to interview, think about the conflict resolution skills that you possess and highlight those with an example of a time that you used them. At the end of the day, ensure that your interviewer walks away from your conversation knowing that you can be trusted with their clients in this respect.

"To me, conflict in the workplace is best settled when both parties understand and acknowledge the perspective of others and come to a mutual agreement to plan for differences. It is foolish to think that every relationsihp within a business setting is going to be 100% perfect, so these agreements are necessary. I did this recently with two nurses that were working side by side in an Emergency Department setting. From the start of them working on the same shift together, conflic began immediately and hard feeling only festered from there. As a facilitator between them, I promoted open dand respectful ialogue abetween them about what bothered each person in their relationship. It became clear that each had their own unique upbringing in the healthcare world and differing perspectives on ideal care for patients, even when each of their philosophies fell under the expectations of the department. By promotiing this, I was amazed to hear the two nurses work out a plan for handling each others differences without being prompted by me."

What roles are you comfortable assuming in working as part of a larger team?

"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."

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.

"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."

Give an example of a time you used data in analyzing risk for an organization. Did you utilize any tools in this process?

"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."

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.

"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."

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?

"Throughout my career, I've always taken the time to network with other risk and compliance professionals. About five years ago at a national conference, I attended a breakout seminar on whistle blowing policies surrounding risk. I heard a colleague talk about a policy that their organization had adopted that removed all fear of retribution for employees that brought risk concerns forward to the risk manager. Upon returning from the conference, I approached our COO about adopting a similar policy and upon doing so, I considered this my greatest piece of advice ever. Right way upon communication, we had a few employees come forward with significant concerns that otherwise wouldn't have in fear of retaliation against them or a colleague."

Upon first hearing this question, you may be left empty minded given the large number of ways you can answer this questions while trying to please your interviewer. At the heart of this question, your interviewer is looking to hear what you feel is the most important advice you have ever given a company or a particular person regarding the mitigation of risk. Talk about why this advice was important, how you learned it and how you still carry it forward to this day.

"What I learned early on in my career was that the need for having a long-term, extended outlook on potential risks and mitigation of those risks was extremely important. When I took my current job, my department was way too shortsighted in the risk prevention efforts. The best advice I've ever given was to our CEO to allow professionals in risk management to the table on financial planning and operational planning conversations for the future. If hired here at Albright Stonebridge Group, this is one area of expertise that I could bring to your clients."

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?

"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."

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.

"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."

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?

"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."

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.

Would you say that you are a goal oriented person on the job? Why would you say that?

"If hired for this position, one of the first things that you'll learn about me is that I am very driven to succeed in all that I do on the job. For me, personal drive definitely centers around goals and my desire to achieve them. I have the focus to set goals myself and to work towards goals that are set by my organization, my leaders or my customers and I would bring this ability with each client that I work with here at Albright Stonebridge Group."

Success in business consulting is most often measured in the achievement of goals for clients and for this question, your interviewer will ideally be looking to hear that you are driven by goals and that you have the ability to set them as well. In your answer, give your interviewer the sense that you are goal oriented by giving an example or two of a time where you set and worked towards a goal as part of a team effort. Explain your part in the achievement of the goals and your ability to stay focused on the end result.

"I would definitely say that I am goal oriented in the work that I do on a daily basis. In project management, I work off of both time related goals and production related goals and these really drive my daily tasks and my delegation of responsibilities to other team members. If given the opportunity to come work for Albright Stonebridge Group, my clients would greatly benefit from my ability to both set and achieve goals with them."

In what ways would our clients here at Albright Stonebridge Group benefit from your knowledge and services?

"As you can see from my resume, I have extensive experience in risk management in the healthcare industry. Having worked with some major players in the industry, your healthcare clients would benefit the most from the experience and solutions I could help provide them. Not to leave other industries out, I think my experience in the healthcare realm will also translate nicely to your clients in other areas of the private sector."

This question is your chance to talk about the unique skills and knowledge that you would bring to Albright Stonebridge Group and that is exactly what your interviewer is looking to hear. In your answer, keep your focus centered on how clients of the organization will benefit from the things that you bring to their table because Albright Stonebridge Group is client focused in all that they do. To be effective with this answer, be sure to do your research on the clients at Albright Stonebridge Group and think about how your experience will be beneficial for them.

"Having worked in accounting and tax law in a few different industries during my career to this point, I also have the unique experience of creating new organizational policies and procedures in my current role. In hearing more about this role, I think this experience would be very beneficial for your clients as I would be helping advise them in their practices and creating new policy would be crucial in that process."

Strong time management is important at Albright Stonebridge Group. How do you manage your time, even on the busiest days?

"I manage my time by exercising the idea of 'time-blocking'. This approach means that I won't incessantly check my email; instead, I will allow myself to return emails in 30-minute time blocks, four times per day. Setting calendar alerts and personal deadlines for myself has also helped a lot."

The interviewer would like to know more about the types of tools you use to stay on task and meet deadlines. Discuss how you prioritize when everything demands your attention at once. Think about the ways you manage your projects and daily tasks and how those will help you to succeed in your role with Albright Stonebridge Group.

"Very carefully! I prioritize deadlines and work that need to be done. Then work backward from there. When necessary, I utilize my resources and team to pitch in and contribute."

Albright Stonebridge Group Interview Questions

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1. 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?
2. What would you say is the key factor for an organization to consider when building an action plan for growth?
3. What impact do you feel that the digital revolution has had in the mergers & acquisitions field?
4. Have you ever developed an acquisition strategy for an organization? Why would this be important to our clients here at Albright Stonebridge Group?
5. 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?
6. Rate your communication skills from 1-10 with proper examples backing your given rating.
7. What experience do you have working with corporate governing boards? What role have you seen them play?
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. 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?
10. 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?
11. At Albright Stonebridge Group, how would you explain benchmark data to a client and its importance?
12. When a problem arises, what is your first reaction?
13. 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?
14. 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?
15. 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?
16. 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.
17. In your point of view, what environmental issue will require the most attention in ten years?
18. 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?
19. 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?
20. What roles are you comfortable assuming in working as part of a larger team?
21. Give an example of a time you used data in analyzing risk for an organization. Did you utilize any tools in this process?
22. 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?
23. 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?
24. 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?
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?

Albright Stonebridge Group Interview Questions

1. 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?

2. What would you say is the key factor for an organization to consider when building an action plan for growth?

3. What impact do you feel that the digital revolution has had in the mergers & acquisitions field?

4. Have you ever developed an acquisition strategy for an organization? Why would this be important to our clients here at Albright Stonebridge Group?

5. 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?

6. Rate your communication skills from 1-10 with proper examples backing your given rating.

7. What experience do you have working with corporate governing boards? What role have you seen them play?

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. 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?

10. 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?

11. At Albright Stonebridge Group, how would you explain benchmark data to a client and its importance?

12. When a problem arises, what is your first reaction?

13. 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?

14. 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?

15. 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?

16. 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.

17. In your point of view, what environmental issue will require the most attention in ten years?

18. 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?

19. 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?

20. What roles are you comfortable assuming in working as part of a larger team?

21. Give an example of a time you used data in analyzing risk for an organization. Did you utilize any tools in this process?

22. 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?

23. 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?

24. 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?

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?