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NetLight Consulting AB Interview
Questions

30 Questions and Answers by Tom Dushaj
| Tom Dushaj is a business and technology executive and an accomplished author of the book "Resumes That Work".

Question 1 of 30

Great communication skills are critical when working as an IT Consultant. Walk me through a time when you were successful in communicating with a person that was difficult to work with, and under difficult circumstances?

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NetLight Consulting AB Interview Questions

  1. 1.

    Great communication skills are critical when working as an IT Consultant. Walk me through a time when you were successful in communicating with a person that was difficult to work with, and under difficult circumstances?

      Throughout corporate America, you'll find your garden variety of different personalities from strategic thinkers, passive aggressive profiles, and of course your ego maniacs. Dealing with difficult people is an art. There's a few ways you can learn to adapt to an environment, culture and difficult circumstances without compromising the success of the project. First, start with the common issues that a difficult person will present to you. He/she will likely try to take credit for the work you completed, or blame you for missing their deadlines. An easy way to handle this is to explain that even though they blamed you, you have no ill will towards them, and actually offered to help with their project so they could get caught up. Another approach is to summarize the issue, then explain that you communicated with the other person and spent time with them to solve the problem.

      Tom's Answer #1

      "I've worked with all types of personalities, and have found that a diplomatic approach has worked best for me. The first thing I address with the other person is the blame game. Learning why you are blamed gets you once step closer to resolving the problem. In this case the client was having issues meeting deadlines which caused other departments to also miss their deadlines. I immediately focused on a problem, how to solve it, and started by showing my willingness to get along and help get the project back on track."

      Tom's Answer #2

      "It's extremely important to me to avoid getting upset or venting about the person who was difficult to work with. I had an instance where a client was rude, and verbally abusive, and didn't give me access to servers, and software that I needed to complete my work. I kept my cool and was polite the whole time. I demonstrated how they would see immediate results and a turn-around of their project if we could all work together and I could have access to certain files and folder to get my work done, and they agreed."

  2. 2.

    How do you define success?

      What does success mean to you? Tell the interviewer how you see success and be sure to tie your answer into the success that you plan to bring to this particular position, should you be offered the role.

      Tom's Answer #1

      "I define success by my ability to reach the goals that are set out for me. On a personal level, the things I wish to achieve in my life. On a work level, the targets that are set out for me as well as the professional development that I seek."

      Tom's Answer #2

      "I consider a project a success only when I have produced work that I can be proud of."

  3. 3.

    Help me understand your standards for success in your last job. Please describe what you did to attain those standards, and if you fell short of expectations, what did you do to remedy the problem?

      If you look at companies of all sizes, you'll find different types of standards for each one of them. A smaller company's standards might differ from a larger one, and this could be based on processes, management and overall operations. They hiring manager in this case would like to hear if you value standards, and if you are involved in setting standards or following them. Ideally you want to explain that you have involvement with both. Start with some basic facts about the standards you have set, and how you have garnered support from leadership and have successfully maintained those standards over a long period of time. It's also important to talk about times you had challenges maintaining standards, and how you were able to remedy issues that came up, and regain the support of your teams. This shows the interviewer your human side, because everyone falls short of expectations at some point, but what you did to remedy the problem will be something they will pay close attention to.

      Tom's Answer #1

      "There are standards that I follow which have made me successful. I start by putting together a winning team. The way that I select a team is I look for winning attitudes, and quality attributes that fit within our team dynamics. Each team member must possess a willingness to learn from failures, and the eagerness to practice and improve even under challenging deadlines. Each person on my team has to accept ownership of their role, and be accountable for their work. Lastly, each and every person on my team has to be respectful to each other."

      Tom's Answer #2

      "When it comes to standards, there are many ways to measure success. For me, customer satisfaction is a very important measurable metric. It's my job to figure out what the client is looking for in order to ensure complete satisfaction. I admit, client satisfaction isn't always easy to measure, but once you develop a system that allows them to measure success, you will have a better idea of how to meet their needs. This is a common practice that I developed and use with all my customers. In rare cases where I fell short of my client's expectations, I always examine where things went wrong, and implement a change to immediately right the ship. It could be a number of things like budget, bureaucracy, unrealistic timelines, etc. I document all project cases so I prevent failures in the future."

  4. 4.

    Have you ever created a user manual or book of operational procedures?

      Creating a user manual, or operational book takes a high level of industry knowledge, technical writing skills, and a great deal of vision and organization. If you have created documents of this sort, it's a great idea to bring them with you to your interview, to show the hiring authority your work first hand. If you do not have experience, perhaps you have contributed to a similar project. Or, maybe you have taken a technical writing course, helping you to feel confident that you can take on a task such as this.

      Tom's Answer #1

      "I have created three manuals in the past. One was for my internal team, as a reference guide related to processes and operational procedures. The second, was a troubleshooting shortcut document for my client, after a major tech implementation. The third was related to resources and tools for my clients and their employees to utilize at their discretion. I enjoy technical writing and found these projects to be very satisfying."

      Tom's Answer #2

      "I have not directly created any user manuals or operational procedure books; however, I have contributed to a couple of client manuals that my supervisor created. I helped to research the data that she included, and I also performed some proofreading tasks."

  5. 5.

    Getting team members on the same page and committed to common goals has its challenges when you encounter differing opinions. Tell me about a time when you were able to influence team members to be more committed to a project?

      Team participation can be cause a rift between team members when the team does not see the same goals and expectations that everyone else sees. There are also personalities you have to contend with, along with miscommunication and different work styles. In order to get everyone to communicate and work together, there needs to be a common goal everyone if working together to achieve. The interviewer wants to see how you handle pressure managing different personalities, and how you get everyone to work together despite everyone having their own agenda and working style. It helps if you mention to the interviewer that you communicate to each member the importance of their job role, and that you make each team member feel important, and that their contribution is valuable.

      Tom's Answer #1

      "I've found that tapping into an employee's commitment and resonating with them at many levels builds trust and shows that I am genuinely interested in their success. This approach has helped me garner support for my teams, and it has allowed me to paint a picture that they are part of something bigger than themselves. Presenting the challenge to the team, and having them step up shows accountability and the impact they can make on the team. Recognition for work performed is a big part of everyone participating and knowing they will get recognized not only by their manager, but by senior leaders as well."

      Tom's Answer #2

      "Participation of any sort takes commitment and dedication. My consulting style has always been to make a connection with the team so they can see the importance of their contribution. Convincing the team to believe in the company mission, vision, and goals is important. The tact I take is highlighting the credit they will receive and attracting attention for their quality work. I pay close attention to these areas as they are important to foster team building."

  6. 6.

    IT projects rely on teams and each other to succeed. Describe a scenario were you lead your team to a successful outcome?

      Here's a great opportunity to show the value and worth that you can bring to the organization. While you were managing a team, you can describe how you motivated and empowered your team so they could have ownership and accountability on the project. Your goals should be to illustrate how you recognized the team's achievements, and inspired them to work towards a successful outcome. Don't forget to provide examples of when you were able to meet deadlines, and overcome obstacles that might have delayed your project. Lastly, provide a purpose for the project, and how important their involvement is, and why it's important to have a successful outcome for the project.

      Tom's Answer #1

      "Teams respond in different ways based on how their manager leads. I found this to be true in many cases when I manage teams. I feel that effective collaboration and leveraging the appropriate resources is important to reach a goal or target. I strongly believe that building strong relationships with my team and stakeholders separates me from mediocre managers. Igniting a passion in my team has helped me show them that anything is possible when you work together as a team to achieve a successful outcome. It's not difficult to envision a goal if you nurture a belief in your team, and trust their capabilities. Case in point, I was tasked with creating and documenting a sequence of events for our IT Project Management team so that projects could be assigned more efficiently, and everyone from the project management team would get task notifications to complete before the next phase of a project could be assigned to another project manager. This resulted in projects starting and completing 40% faster, and with an established sequence in place, this was easy to follow and maintain for the department manager."

      Tom's Answer #2

      "There was a particular instance where my team and I were assigned a project to re-write the functionality of a module from our enterprise software. Our goal was to develop new features in the manufacturing module so it could perform real-time data analytics and the plant manager could track inventory levels, and error rates in the production environment. I made sure that my team was well prepared and understood what needed to be done for this to be a success. This initiative resulted in timely reorders when stock was low, and it also reduced error rates by 70% which also resulted in cost savings to our bottom line."

  7. 7.

    There are times when you need to consider a broad range of options before recommending a solution. What was the situation, and did the solution help the client?

      When you're in a position of trust with a client, they lean heavily on you for advice, guidance, and direction. This is a great opportunity for you to explore multiple options that will yield a desirable result for the client. The client will expect you to present options that not only fit within their budget, but meet their business requirements. Some examples might be one or more of the following; Sales Pipeline Development, Product Order Status, Invoicing, Production, Accounts Payables/ Receivables, Project Management, etc. The solution could be a software or hardware solution. Thinking outside the box will give you an advantage. Start with a high level business requirements approach from a strategic level, and drill down to operational and tactical levels if you really want to understand where the customer is coming from, and where they want to be in the future.

      Tom's Answer #1

      "As an IT Consultant, I regularly keep up to date on new technologies in software, hardware, networking, security, and programming. It goes without saying that any consultant would have to fully understand a client's business needs before making any recommendations. In one particular case, i had a meeting with the COO to learn what the business drivers were, and why he thought they needed a new software solution. I learned that their sales organization didn't have a CRM to track and manage customer and sales data. I researched three Customer Resource Manager (CRM's) that met the client's qualification, and after a 30 day trial period, I suggested one that met their needs. After implementation, the client was able to view a pipeline of sales activities, customer order data, closed sales, sales reps activities, which is exactly what they wanted."

      Tom's Answer #2

      "When I build relationships with clients, the first thing I think of is to help my client improve their performance and growth which can result in increased sales and increased value for the business and stakeholders. I start by conducting onsite research, monitoring day to day operations, and analyzing data to learn their business. I take it a step further to learn where manual intervention is needed, and whether a solution will be technology-based, personnel/resource based, or process based. I found that the requirement was personnel/resource-based and that they needed a team of programming experts, along with business analysts and project managers. I suggested bringing in a team that I knew would be able to handle the task of building an application to support their warehousing distribution business."

  8. 8.

    Your client is considering entering a new market. They have a choice of buying an existing company, or developing the technology in-house. What approach would you take about advising them on making the best business decision?

      In this case, NetLight Consulting AB wants to assess your business consulting knowledge of mergers and acquisitions, and if you're qualified to advise them on entering into a new market which they may not be familiar with. It's best to start with your knowledge of Mergers and Acquisitions, and how you advised companies in a similar situation. Highlight the risks and rewards involved in such an endeavor, and use a case study to prove your point. They may also want to pick your brains and get your opinion on whether it makes more business sense to acquire a company with a complementary product or develop a new product.

      Tom's Answer #1

      "Mergers and Acquisitions were big in the late 1990s, and that's the first time I was part of a merger/acquisition deal. It taught me a lot and made me the consulting professional I am today. The consulting approach I took was to look at the business drivers, and what the company wanted to achieve financially. It was important for me to understand what their plans were to scale that particular product line, and what the branding campaign was going be. I conducted research for both scenarios, and presented my findings in the form of a report with my recommendations, and how I arrived at my recommendations."

      Tom's Answer #2

      "When I'm consulting a client about entering a new market or acquiring an existing company, I look at a number of different things to determine whether developing a new product internally, or acquiring a company that compliments their existing product line up is the right decision. I typically go through a series of questions to better understand their business motives. Here's a list of questions that I would ask:

      1. Current state of manufacturing capabilities - are they able to produce a similar or better product at quantities that will be competitive?
      2. Is there a market for this new product?
      3. Research the competition - who owns the majority of the market share
      4. Is this product seasonal or sold year-round?
      5. Do they have internal expertise to develop a new product?
      6. Are there any laws or legislation that would restrict or prevent the manufacture of that new product outside the US?
      7. What the market plan to scale this product?"

  9. 9.

    Your client is a Tier 1 Automotive supplier interested in entering into a non-automotive market through organic or inorganic expansion. How would you advise them to proceed?

      The automotive industry has had its ups and downs over the past 30 years, and by necessity has had to reinvent themselves to be competitive and to survive. It would be understandable, if not expected that an automotive supplier might want to diversify their portfolio of businesses if or when another economic downturn happens. Given how this question is asked, an interviewer would like to hear you talk about four things: your knowledge of the automotive industry, your hands-on experience of product development, your involvement with mergers and acquisitions, and your expertise with marketing and branding. Your focus should be on assessing the current situation, and looking at whether the supplier might have products or materials that may be redeveloped for non-automotive applications. Doing some research on cross-over products from different industries might help move the conversation in the right direction.

      Tom's Answer #1

      "Every industry changes, evolves, and matures so that your business gains market share over time. It's my job as an IT consultant to keep up with technology changes that affect how a company runs their business and where they plan to be in the future. My primary role involved the examination of the technology environment of an organization, and what was needed to expand into other markets with new product introductions and if existing technology could support such an ambitious endeavor. Another consideration that I advise on is whether the new market will support organic and inorganic growth and the strategy that needs to be implemented to execute successfully."

      Tom's Answer #2

      "There are a number of identifiable characteristics that need to be discussed so that I have a clear understanding of how your company wants to expand through organic and inorganic penetration in a non-automotive market. I take a systematic approach to obtaining this information so that It can be used to advise my clients on how to proceed, or not to continue. Here's a high-level breakdown of the market research data that I capture, and present to the client.

      1. Cross-over technology compatibilities - Can the current infrastructure handle the new data transactions
      2. Create a plan to enter a market - Define new market strategy
      3. What are the demographics - a profile of the customer.....gender, age, income, profession, buying habits, etc.?
      4. Market Analysis - How do you uniquely position in the new market
      5. Is the new market expanding, declining, or flat over the last 10 years.
      6. Who are your competitors - How do you rank against them, and how much market share do they possess?
      7. Can you compete in the new market - How do you compare with pricing versus the competitors, and can I be profitable?
      8. What are the expected quarterly and annual sales projections?"

  10. 10.

    Are you LEAN Six Sigma certified?

      Lean Six Sigma is a methodology that teaches how to eliminate waste of all kinds, within an organization. The education certifies you as an expert on efficiencies in the workplace. When it comes to Six Sigma certifications, there are a variety of levels which you can obtain. You begin with white, and work your way up to yellow, green, and black, with the highest option being MBB (Masters' Black Belt). Share with the interviewer if you are Six Sigma certified. If you are, discuss how far you have taken your certification. If you do not have your certification, show enthusiasm for the idea and express that you are open to expanding your professional knowledge and training.

      Tom's Answer #1

      "I have looked into LEAN Six Sigma training and would be very interested in expanding my education to include this esteemed certification. There is a course beginning next month, and I am happy to register if you feel it would be the value added that NetLight Consulting AB is looking for."

      Tom's Answer #2

      "I am currently earning my green belt in Six Sigma. My goal is to earn my MBB level certification within the next five years. I have learned a great deal about business process and streamlining. I fully believe that every person in the management consulting and implementations sector should become white belt certified, at the very least."

  11. 11.

    The way we approach clients in our business is we identify client needs and recommend solutions to their needs. Tell me about a time when your knowledge and expertise allowed you to make a recommendation to resolve a problem or address a pain point?

      The is a classic example of the hiring manager asking you to role play your response. The way it works is the hiring manager asks you to role play as the consultant, and he/she is the client who asks you to give them a pitch about why your company is a firm that they need to work with. There are a few ways to make this role play work in your favor. Here are a few examples you can use in a response. 1. Act as a problem solving adviser that can find and recommend solutions quickly, 2. Tell the client they have accessibility to you and other team members as needed, 3. Point out the benefits that they will get when they hire your company, 4. Share some examples of successes from companies of a similar industry, size or market.

      Tom's Answer #1

      "I've been a firm believer that the customer is always our highest priority and that I need to be the eyes and ears of the customer. With that said, there some examples I can share that will hopefully resonate with you. I typically ask what solutions have been proposed in the past, and how they have worked. Are there metrics to track the success or failure of past efforts? Having data to review helps me understand the process and approach previously used. Knowing the team makeup, and what methodology they used will also give me a deeper insight into what they were thinking. I like to conduct a voice of the customer survey, which I believe adds tremendous value to this campaign. Lastly, it's important for me to analyze the cause & effect relationships from the customer surveys, because It reveals a lot of underlying issues like task failures, root cause problems, and how good or bad the data is."

      Tom's Answer #2

      "My recommendations would be based on what the customer wants and how well they articulated the deliverable. If, for example, the client wanted something that resembles a ketchup bottle, but the team delivered a salt shaker, that would indicate a miscommunication of what the client requested. My approach would be to closely dissect the customer requirements, then build a mock-up of what they requested, and have them review for approval before going to the next phase of development. After this phase is approved, I would do testing and debugging before presenting it to the customer. Mapping the customer journey is a visualization process a customer goes through and tracks each step along the way with the vendor, so everyone is on the same page."

  12. 12.

    We're a company of innovative thinkers; we rely upon our innovative thinking to solve client problems. Tell me about a time when you came up with a breakthrough idea that was not obvious to others. Describe your idea and how you developed it?

      Innovation is the cornerstone of any successful company. If you show me a highly successful company, I will show you people within that company that were innovative thinkers. Great examples are Steve Jobs from Apple, Bill gates from Microsoft, and Jeff Bezos of Amazon just to name a few. The hiring manager is posing this as a two-part question to see if your response is clear, concise, and related to the question. Stay on point with your response, because that's what they're looking for. Think about this question for a minute to dissect what they are asking. They are a company of innovators.....which means, will you fit into their culture and be able to come up with ideas that will be innovative. They will be listening attentively to how you articulate your message about your breakthrough idea. Walk them through how you came up with the idea, what your thought process was, how you got approval to move forward, and how you executed on the idea.

      Tom's Answer #1

      "I've always considered myself an Outside the Box thinker. Settling for the norm has never been my working style. I always work with the expectation that my idea will serve many purposes, and bring value to our customers. One example is when I came up with an idea to train the trainer at multiple locations via remote video conferencing. This idea was well received, and was implemented at over 50 locations worldwide. I came up with the idea because I was responsible for training multiple divisions and didn't have the budget to fly everyone in from multiple locations for the training sessions."

      Tom's Answer #2

      "I was working on implementing a friendlier looking graphical user interface solution for a financial services client. The inspiration came from the feedback I received from people at the client site complaining about processing transactions on a mainframe computer that wasn't much fun to work with or look at. They were used to the dreaded Green Screen on a mainframe, but my solution had a Windows look and feel which they liked quite a lot."

  13. 13.

    How do you assess a clients' current technology systems and solutions?

      Walk the interviewer through your process when it comes to discovering, and correctly assessing, the tech systems in place, when you take on a new client. Show that you have a process in place, are methodical, and use logic when making assessments.

      Tom's Answer #1

      "The first step that I take when assessing a clients' current technology is to poll the existing employees, asking them to evaluate the strengths and weaknesses of their existing hardware and software. I ask them if the technology currently affects their workflow, and which issues they identify on a regular basis. Next, if the conclusion shows that a new system is needed, I put into consideration the financial resources of the client, as well as the available timeframe. Then, I consider the tech options, weighing the pros and cons of each. Is this similar to the processes in place at NetLight Consulting AB?"

      Tom's Answer #2

      "Step one is always to assess what is existing, and what is working just fine. This information usually comes from polling the current employees and spending a few days in their offices to try the tech in person. Then, I tap into the support services offered by the current tech providers. If a solution is not workable from there, I will create a list of the items we need to change and start researching the best viable options."

  14. 14.

    Tell me about the most interesting project you have worked on this year and the biggest thing you learned from it.

      Discuss with the interviewer one of your recent projects that particularly piqued your interest. Did it stretch you professionally? What was the biggest takeaway for you from that particular project?

      Tom's Answer #1

      "In my previous role we were working on a variety of projects with fingerprint recognition software. One of the most interesting projects was a fingerprint-based ATM system. It was a test project for a large banking institution. In addition to learning a great deal about fingerprint recognition, I was also able to learn a lot about the critical relationship between software and security."

      Tom's Answer #2

      "I find the majority of the projects that I have been working on this past year to be very interesting. If I had to choose one, I would choose to work on the Uber app. Since I am still in my internship, I didn't have any major contributions; however, I learned a lot about on-demand apps and building a friendly user interface."

  15. 15.

    Your client is Apple. The year is 1984. They just released the Macintosh computer. They want you to estimate the demand for this product over the next 20 years. What do you tell them about market demand and whether there's a market for this invention?

      This question is typically asked by hiring managers that work complex projects, or do thorough interviews to select the right person for their environment. Given this is a multi-part question that requires an element of strong Technology and Business Knowledge. This mix required a well thought out response that addresses every part of this question. Let's examine some scenarios of how this could be answered, and how you can prepare for a similar answer. IT Consultants and Management Consultants might come across this question since it addresses the approach you would take, where you might be able to find this information, and some market analysis to determine product demand in the market. An example response might be that you used market intelligence data to research demand, consumer spending, demographics, and other related factors. Since this a hypothetical question by the interviewer, they will be looking for what you would do to obtain this information, and how you present it for review.

      Tom's Answer #1

      "Given the date is 1984, the data would have to come from a number of different sources to present findings that would be able to tell you whether or not your product would be in demand or would have a market for it. I would start by obtaining data from consumers currently using computers, and what their experiences has been. My subjects would be a test panel with participants ranging from entry level users to experienced users. I would present the new Macintosh model to the panel to get a holistic perspective from all the users on the MAC's different layout, graphics, size, pricing, operating system, and software. This would give me an idea of their openness to a new type of computer, and if they were willing to try one out."

      Tom's Answer #2

      "Early in my career, I've had to do a similar product demand assessment. In this particular case, our leadership asked my team and me to test market a new product to estimate demand for the product. When I look at such an initiative, I offered my objective advice and expertise in line with corporate strategy, and how the product will play a role in their current product mix and expected presence and market share. Estimating market demand is a skill I possess, and I know what approach and market research are needed to execute a new product introduction. Here are some questions and considerations that will need to be part of the planning process in order to be able to understand projected sales volume, demand, and consumer interest.

      1) How big is your market - 10, 000, 100,000, 1,000,000+ consumers?
      2) What geography will you be selling your product in - Local, regional, national or International?
      3) What technology will be used to produce this product?
      4) How will you arrive at a price point that consumers will pay?
      5) How will you estimate sales for year 2, 3, 5 and beyond - This will depend on projections, and whether or not pricing and costs stay the same, go up or down.
      6) Who will your customers be by demographic - Age, income, profession, marriage status, spending habits, etc.
      7) What will the product availability look like in the short and long term?
      8) Brand Awareness - Do you plan on executing Marketing, PR, and Branding for the product?
      9) How many of the new products will be used for test purposes?
      10) Monitor what your market share is versus your competition in order to see if it's worth staying with that product.
      11) How will the product be sold - Direct to Consumer, Retail, Wholesale, Dealers, etc.
      12) What will production time and product availability look like?"

  16. 16.

    Tell me about a time where you made a great recommendation that you think would have greatly benefited your client, but they just didn't like it. What approach did you take to convince them?

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  17. 17.

    We want to hire people at NetLight Consulting AB who have the desire to lead others. How many people did you supervise at your last position?

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  18. 18.

    Explain qualitative vs. quantitative reasoning.

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  19. 19.

    What would you consider your technical specialty?

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  20. 20.

    A client of ours wants to discuss a possible divestiture of some of their company locations. What are some key points during a consulting discovery that you want to understand to determine if our firm can potentially assist them?

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  21. 21.

    Describe a situation where a project you were managing failed. What did you learn about this failure, and were you able to salvage or turn it around?

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  22. 22.

    At NetLight Consulting AB we take privacy and confidentiality very seriously. Are you willing to sign a non-disclosure agreement, if hired?

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  23. 23.

    Describe a time you helped implement a new technology for your client. Did you encounter any challenges, and how did you address them?

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  24. 24.

    Volvo claims it's one of the safest cars in the world because fewer people die in a Volvo than in any other car manufacturer. As a consultant, how would you answer this question not knowing the accuracy of this information?

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  25. 25.

    Have you worked on application development projects, if so what technologies have you used, and what was your specific role on those projects?

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  26. 26.

    What is the highest ROI percentage you have delivered to a client?

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  27. 27.

    A client wants to implement a new software system that was recommended by a different division of the same company. How do you evaluate it to ensure it's the right choice?

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  28. 28.

    Our clients have high expectations of our work, tell me about a time you worked with challenging time constraints, but were still able to exceed client expectations.

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  29. 29.

    Listening to our clients is absolutely essential to understanding their business and technology needs. Tell me about a time when you're listening skills helped exceed their expectations in the delivery of the project?

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  30. 30.

    Tell me about your greatest work related accomplishment.

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