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NetLight Consulting AB Interview

30 Questions and Answers by Tom Dushaj

Published February 6th, 2019 | Tom Dushaj is a business and technology executive and an accomplished author of the book "Resumes That Work".
Question 1 of 30
Tell me about the most interesting project you have worked on this year and the biggest thing you learned from it.
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How to Answer
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?
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Top 30 NetLight Consulting AB Interview Questions with Full Content
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."
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."
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."
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?"
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?"
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