1. Sample questions

1.1. Tell me example when you get a touch feedbacks

Story: #1 — OneLink project

Situation: After I delivered the first version of OneLink, my engineering manager gave direct feedback that the design didn’t scale well and lacked proper deployment validation.

Task: I needed to improve both the design and my delivery discipline, ensuring reliability for production systems.

Action: Instead of taking it personally, I asked clarifying questions to fully understand the issues. I reviewed the system architecture, adopted better design patterns, and implemented CI/CD with rollback support. I also started peer-reviewing my own code with another developer before deployment.

Result: The next release ran smoothly with zero rollback, and the EM later complimented the quality improvement. I also became more proactive about requesting feedback early — not only at the end.

Takeaway: That feedback helped me mature technically and emotionally. I learned that direct feedback, even when tough, is a gift for growth.

1.2. Tell me example when to failed to meet commitment you promised

Story: #2 — Unverified deploy caused service restart

Situation: I deployed a service update without proper testing due to a time crunch. The update caused an unexpected restart loop, dumping over a billion logs in production.

Task: My responsibility was to fix the incident immediately and ensure it never happened again.

Action: I took ownership, informed stakeholders transparently, and rolled back the change. After recovery, I conducted a root-cause analysis and added pre-deploy verification steps, including a staging smoke test pipeline.

Result: The service stabilized within hours, and no similar incident occurred afterward. The experience strengthened our deployment process and team trust in my accountability.

Takeaway: I learned that meeting deadlines should never come at the expense of quality — prevention and verification are part of delivery, not optional.

2. Topics

2.1. Bias for action

1. Took swift action to resolve problem: qucikly assembled a reponse team, indentified root cause => implement temporary work-around to minimize downtime => communicate with customer to manage expectations.

2. Taking immediate action led significant improvement (Note): discover a major quaility issue close in the launch date => decide halt the production line and relocate resources to address the issue immediately => correct the problem and meet quality standards.

3. Priority tasks with multiple urgent issues: using matrix to categorize each issue based on potential consequences and required response time => address highest-priority items first while delegating or scheduling lower-priority taks later.

4. Made decision with limited information: choose alternative vendor => And it work.

5. Balance need of quick action and potential risks: Assesing as much relevant information as possible => consult with key skateholders and consider possible scenarios => migrate risks and ensure the actions taken both timely and well-considered.

6. Act quickly to seize business opportunity: to find the feature above the competitors.

7. Encourage team to take immedate action: live new features and outlining a clear rollback plan and benefits of user feedbacks.

8. Quick decision still aligned with long-term goals: strategic objective and used them for decision-making => invole key stakeholders in decision process to gain different perspectives => balancing immediate action with strategic vision

9. Delay led to negative consequences (Note): delay to address critical bugs => led to user complains and negative impact on customer satisfaction => took immediately to fix it and implementing a testing process => communicate transparency about the resolution to restore trust and improve our support processes.

10. Manage pressure of quick decisions: Focus on the facts and prioritize clear communication => establish process + my experience to guide decision-making => make informed decisions while remaining effective.

11. Taking action before all the answer is necessary

12. Taking initiative and acting quickly: setting clear expectation and rewards for members who make decisive action => provide training on problem-solving and decision-making skills => create environment when quick, thoughful actions are valued.

13. Quick decision that was initial unpopular: I made the quick decision to reallocate funds from one department to another to address an urgent need => analyze what decision would benefits in the long-term => affect departments.

14. Evaluate potential impact of the decision when making decision: most critial factors and potential outcomes => consider short-term and long-term effects, relevant skateholders => to inform my decision.

15. Turn quick decision into strategic advantage

2.2. Deliver result

1. Deliver project successfully under a tight deadline (Note):

2. Face significant obstacles but still achieve your goals:

3. Ensure you meet or exceed your targets:

4. Deliver results with limited resources:

5. Handle when you do not meet your goals: research + action.

6. Manage competing priorities to achieve results:

7. Motivate your team to achieve challenging objectives:

8. Measure success of project or initiative:

9. Pivot your strategy to deliver results:

10. Align with team or department to achieve common goals:

11. Priority tasks when working in multiple projects (Note):

12. Exceed the performance targets:

13. Stay focused and maintain momentum when working towards long-term goals:

14. Deliver results in high-pressure situation:

15. Ensure quality when working aggressive deadlines:

2.3. Learn and be curious

1. Seek out new knowledge to improve work performance: online course to learn data science and AI, apply new methods to our analytic processes.

2. Curiousity to discover a problem that others overlook: Curiousity led me dive deeper into our support ticket data => find opporunities and patterns to improve the feature.

3. Stay current with developments in industry: reading industry journals + attending webinars + participaing professional networks => follow thought leaders on social media and online forums to exchange ideas and insights.

4. Learn outside comfort zone: Used a new project management tool => learn the software through tutorials and practice.

5. Approach to learn topic or technology you unfamiliar with: break the topic into managable parts, used online courses, articles, specific learning goals and regularly practical application and discussions with colleagues.

6. Curiousity to solve complex problem: Explore native supply chain models and technologies => reduced costs by 15%.

7. Learn different department: understand marketing in product development => shadowed a colleague in the marketing department for a few weeks => the valuable insights about how marketing strategies are formulated and how they influence the product features.

8. Encouter problem don’t know how to solve: Gather as much as information as possible to understand context => seek advice from colleagues and experts => research potential solutions to test them with real projects.

9. Willing to learn new idea and innovation: learn about new automation tools => Have an idea to build a chatbot to handle common queries => significantly improving overall customer satisfaction.

10. Encourage learning and curiosity in team: Host a sharing sessions between members of the team + learning sessions, workshops + encourage team members to pursure courses or certifications.

11. Learn from failure and mistake: missed key deadlines due to lack of through learning and underestimate => reflect on experience + took a course in project management skills => apply to future projects, leading to more accurate planning and successful project completion.

12. Learn with career goals: review and reflect my career goals => identify skills and knowledge gaps that could hinde my progress => seeking out learning opportunities => target approach ensure my learning contribute to my career goals.

13. Discover new tool for team’s efficiency: new project management tool => research its benefits + introduced it to my team + led the training sessions => improved tasks visibility and enhance collaboration.

14. Balance need to continuous learning with responsibility: Integrating learning into my daily routine => Allocate specific times for professional development (regular schedule) + apply new knowledge into my work.

15. Help other learn and grow: many members were struggling with new software tool => training sessions and comprehensive guide to help them use to tool effectively.

2.4. Dive deep

1. Investigate a complex issues:

2. Attention to details:

3. Gather and analyza data:

4. Understand the process or system in detail to improve it (Hay):

5. Solve a problem with limited information: focus on previous data => to propose a feature.

6. Deep understanding of a subject to significant improvement or innovation:

7. Show analysis and finding is accuracy and reliable:

8. Dive deep customer feedback to address concern:

9. Prioritize which areas to investigate when solving complex problem: most critical factors where issues most likely to occur.

10. Challenge existing assumption:

11. Not missing details when analyze data:

12. Deep analysis the root cause:

13. Keep update with latest trends and best practices:

14. Used deep knowledge of the process to implement successful change:

15. Communicate complex findings with non-tech skateholders:

2.5. Earn trust

1. Build trust with new team and skateholder: priority each member’s strengths and chllenges => one-to-one meeting to listen their concerns and offered support where needed => transparent goals and consistently following thorugh on my commitments => buit trust and established environment.

2. Build trust after a mistake (Note): Delay a project => Take immediately responsibility and communicated openly with team about the mistake => proposed a revised timeline and worked extra hour to correct the issue => rebuild trust and learned from experience.

3. Transparent and honest when communicate with team: providing clear and regulate updates on project status => encourage open dialogue and make my self available for questions and feedback.

4. Handle conflict and disagree to maintained trust (Note): resource allocation => faciliate a meeting where everyone could voice their concerns and proposed a compromise that address key issues and both sides => listen to maintain trust and help them reach mutually agreeable solution.

5. Deliver feedback while maintaining trust (Note): feedback are constructive + offer actionable suggestion for improvement.

6. Gain trust of a skeptical skateholder: understand their concerns + provide clear updates => meeting deadlines and address their feedback promptly.

7. Demonstrate reliability and follow-through: communicate any potential issues + work to resolve them before impace the project => track record and being accountable => build + reinforce trust with my colleagues and skateholders.

8. Honest and problem or limitation

9. Build trust with member with different working styles or perspectives (Note): Open communication + collaboration => find common ground when possible => build mutual trust and respect.

10. Handle situation where to make touch decision affect your team (Note): reduce team size due to budget cuts => offer support to affect team member work to redistribute responsibility fairly.

11. Building trust with clients and customers: deliver on time and match with their expectations.

12. Collborate with others to achieve a goal:

13. Stay transparent and trustworthy even high-pressure

14. Help other to build trust within a team: help them to understand the team dynamics => improve communication and collaboration => using contribution to show and build trust.

15. Ensure actions align with values and priciples of business (Note)

2.6. Ownership

1. Do the job outside the scopes: see the customer feedback loop was inefficient => colab with customer service team to gather more insights => reduce time to implement customer-driven changes 30%.

2. Find improvement in team: code review prcess was slowing down the release of the feature => propose new scheduled pairing junior and senior ones => introduced automated tools to catch baisc errors before code reviews => led to 20% faster release cycle.

3. Balance taking ownership and empowering team members: leading by example, made it clear that they had full responsibility for their tasks but I was always available for support => each team member contributing significantly to the outcome.

4. Make decision long-term impact: whether invest new automation technology to warehouse => The initial cost was high, but I took ownership of decision for cost-benefit analysis, and potential ROI => After next year, operational efficientcy increased 40%.

5. Take ownership of a mistake, handle and learn from it: approved a discount that led a loss on a major contract => take ownership, inform my manager, propose a solutuon => work closely with finance team to offset the loss of selling and cross-selling opportuinites => lesson to double-checking approvals and value of transparent communication.

6. Ownership principles: take full reponsibility to outcomes of my work and thinking about long-term impact => See the customer retention rates were dropping => rather than waiting for instructions => identify the key pain points, developed strategy to improve customer engagement and follow-up questions => increase 15% over the next quarter.

7. Motivated to take ownership, even the task are challenging and outside of comfort zone: focus on big picture and the impact of my work to company and its customers => take new challenge because of the company’s growth => commit to learn quicky, seeking advice from experts, focus on the end goal => grow professionally and contribule meaningfully.

8. Take ownership that other avoids: disruption from key supplier failing to deliver materials on time => contact alternative supplier + negotiateed deliver terms + coordinated with logistic teams to minimize delay => avoid production downtime.

9. Take ownership that limited resources: low cost => focus more on high-impact, low-cost strategy => engaging with influencers to creating compelling content to our target audience => exceed the sales target.

10. Take ownership for process was not working efficiently: Ticket resolution time was longer than it should be => took ownership to analyzing workflow and identify bottlenecks => implement new system + weekly training sessions to improve team’s problem-solving skills => lead to 25% reduction in resolution time.

11. Take ownership for project that failed: develop a feature that do not resonate for the users => gatering feedback, conduct though post-mortem analysis, present my finding to the team => learned to involving customers earlier in development process => validate ideas before investing heavily in them.

12. Take ownership for project that require cross-functional collaboration: launching new internal tool that required input from multiple departments, including IT, HR, Finance => setting up cross-functional meeting + clear communicaiton + align everyone to project goals => launch the tool on time within budget.

13. Take ownership for project that you disagree with the direction provided by your superiors: disagree with short-term approach for a critical project, because in long-term strategy would better serve our customers => Ownership by resarch and present data-drivent alternative + communicate findings to my supervisor + framing my feedback through overall success rather than personal preference => Took full ownership for its implementation, developed an action plan, coordinated with team to keep the project stayed on track => sustainable and successful outcome.

Notes: If you want to details, describe the name of the project in the first + output metrics in the ends.

1. Take ownership for project that you are limited information: major marketing cmapaign without market research => gathering all information from relevant skateholders, including the sales and finance teams => weighted the potential risks and benefits => test key elements on smaller scale but fully commiting => launch successful and strong ROI => make complex decision and manage uncertain effectively.

2. Take ownership for project that noticed a process inefficiency: onboarding process for new employees is time-comsuming => conduct analysis of the current project => proposed a streamlined onboading program and automating several administrative tasks => implement changes, colloborated with HR to update training materials + feedback loops to improve the process => The onboarding time reduced 40%, our new employees were granted more quickly.

3. Stories

1. Receive feedback from EM to design and implement onelink.

2. Do not testing deploy service to production => cause restart service + dump 1 billions of log in production.

3. Request SSH to log to query data and do analytic and process jobs.

4. Hot fix incendent the downtime of CDN internal => cause fund loss, and redis is out of mem and read to DB in Tet holiday.

5. Receive feedback from manager to build internal tools but very difficult to use for operation team.

6. Build template boilerplate code including file script integrate with BOM + CI/CD services for other team members to reuse.

7. Priority task for campaign of company to match with “Scan with Miss Universe” of company.

8. Query number of authorize member of marketing content in website to reconcile with office.

9. Consoliate 3 mini apps to 1 tool so that reduce cost and operation cost.

10. Design custom dashboard for fraud detection onelink.

11. Autofill mini app in config, download mini app config in tool, monitoring mini app trends.

12. Write documents and guidelines support.

13. DDoS + onelink can not load in platform.

14. Dive deep in mobile code, trace log to find issues => deep dive.

15. Explain for non-tech members.

4. Questions

4.1. Bias for action

1. Can you give an example of a time when you took swift action to resolve a problem?

Story: #4 – Hotfix CDN incident (Redis OOM during Tet)

During Tet holiday, our internal CDN went down due to Redis memory overflow, causing system downtime. I quickly analyzed the logs, noticed unbounded cache keys, and applied an emergency fix by setting eviction policies and redistributing data. Service recovered within 30 minutes, preventing further fund loss and downtime.

1. Describe a situation where taking immediate action led to a significant improvement or success.

Story: #13 – DDoS + Onelink outage

One morning, Onelink traffic spiked abnormally — a DDoS attack. Instead of waiting for full investigation, I quickly applied temporary WAF rules, rate-limiting by IP, and redirected suspicious traffic. Within 10 minutes, traffic normalized, and service availability was restored to 99.9%. Later, we enhanced our protection permanently.

1. How do you prioritize tasks when faced with multiple urgent issues?

Story: #7 – “Scan with Miss Universe” campaign + internal bugs

During the “Scan with Miss Universe” campaign, several teams requested last-minute changes while I was handling a backend bug. I prioritized by business impact — ensuring campaign stability first, since it was time-sensitive and customer-facing, then fixing internal bugs later. This approach avoided campaign downtime and met both goals on time.

1. Tell me about a time when you made a decision with limited information. What was the outcome?

Situation: One morning, Onelink suddenly became unreachable. Dashboards were flooded with traffic, and we didn’t know yet whether it was a spike from a new campaign or an external attack. Our monitoring system couldn’t distinguish the cause immediately => Prevent rate-limting first, becasue you do not log => But you view user agent in gateway from SRE and know it is bot.

Task: As the on-call engineer, I had to decide whether to throttle traffic — which could block real users — or to wait for full confirmation, which risked prolonged downtime.

Action: Based on instinct and prior incident experience, I quickly concluded that the pattern looked abnormal — same IP ranges, same user agents — likely a DDoS. Within minutes, I applied temporary WAF rate-limiting rules and added IP-based filtering on the edge. I also notified the CDN vendor to help confirm the traffic origin.

Result: Within 10 minutes, service stability returned. Later logs confirmed it was indeed a DDoS attack. My fast decision minimized downtime to under 15 minutes instead of what could’ve been an hour-long outage.

1. How do you balance the need for quick action with the potential risks of making a hasty decision?

Story: #4 – CDN Redis OOM

When Redis hit out-of-memory, I avoided a blind restart. Instead, I verified metrics and quickly applied cache eviction policies while monitoring DB load. Acting fast but validating impact helped restore service safely without introducing new risks.

1. Can you provide an example of a time when you had to act quickly to seize a business opportunity?

Story: #7 – “Scan with Miss Universe” campaign

Our marketing team launched the “Scan with Miss Universe” campaign unexpectedly. I quickly reprioritized sprint items, deployed a new redirect path, and added monitoring dashboards overnight. This proactive action allowed us to go live on time and handle 5x traffic without failure, earning company-wide recognition.

1. Describe a situation where you encouraged your team to take immediate action. How did you handle any resistance?

Story: #9 – Consolidate 3 mini apps into 1 tool

Some teammates hesitated to merge three mini apps due to migration risk. I presented a clear migration plan, started by automating common modules, and demonstrated reduced deployment overhead. Seeing quick wins, the team aligned fast. This resulted in a 60% reduction in maintenance cost and unified codebase.

1. How do you ensure that quick decisions are still aligned with long-term goals?

Story: #6 – Boilerplate + CI/CD templates

I often make fast design decisions, but I ensure they align with scalability goals. For example, when I built a CI/CD boilerplate, I chose reusable modular scripts. This allowed other teams to adopt quickly but also supported future extensibility — balancing speed and long-term maintainability.

1. Can you describe a time when a delay in action led to negative consequences? How did you address it?

Story: #2 – Lack of pre-deploy testing

I once postponed testing automation due to time pressure, leading to a failed deploy that crashed services. That experience taught me the cost of delay. I took ownership by adding pre-deploy validation and CI/CD checks, preventing such issues in future deployments.

1. How do you manage the pressure of making quick decisions in a high-stakes environment?

Story: #4 – CDN Redis OOM incident

Under pressure during the Tet outage, I focused on facts over panic — checked metrics, confirmed cache status, and applied targeted fixes. Keeping calm under stress helped me make clear decisions and restore services rapidly.

1. Tell me about a time when taking action before having all the answers was necessary. What did you learn from it?

Story: #13 – DDoS + Onelink

When Onelink was under attack, we didn’t know the attacker’s pattern yet, but I immediately applied temporary rate limits. Acting early contained the impact while we gathered more data. I learned that partial data is enough if you can isolate risk.

1. How do you encourage a culture of taking initiative and acting quickly within your team?

Story: #6 – Boilerplate for other teams

I shared my CI/CD boilerplate project across teams and encouraged others to improve it directly. By lowering friction and celebrating small contributions, developers felt empowered to act quickly instead of waiting for approval. This sped up development company-wide.

1. Describe a time when you had to make a quick decision that was initially unpopular. How did you handle it?

Story: #7 – Campaign redirect prioritization

I decided to delay a low-priority internal feature to focus on the campaign redirect system. Some teammates disagreed, but I explained the business urgency and showed potential revenue impact. After launch success, everyone agreed it was the right call.

1. How do you evaluate the potential impact of a decision when you need to act quickly?

Story: #8 – Marketing data reconciliation

When marketing data mismatched office reports, I quickly estimated potential customer impact and prioritized verifying high-traffic campaigns first. This approach ensured critical data integrity without blocking the full reconciliation process.

1. Can you give an example of how you managed to turn a quick decision into a strategic advantage?

Story: #9 – Consolidating 3 mini apps

The decision to merge mini apps was made quickly after I realized redundant infrastructure cost. By moving fast and demonstrating success early, we not only saved cost but also created a shared foundation that accelerated future product rollouts — turning a quick decision into long-term efficiency.

4.2. Deliver result

1. Can you provide an example of a project where you successfully delivered results under a tight deadline?

Story: #7 — “Scan with Miss Universe” campaign S/T/A/R: During a company campaign launch I was asked to enable special redirect/handling overnight. I prioritized the campaign, built a lightweight redirect path, added simple autoscaling rules and monitoring, and deployed overnight. The campaign went live on time and handled a large traffic spike with no downtime — business goals met and stakeholders happy.

Learning: Prioritize business-impacting work and deliver minimal viable solutions fast.

1. Describe a time when you faced significant obstacles but still achieved your goals.

Story: #2 — Faulty deploy → restart loop + ~1B logs S/T/A/R: A bad deploy caused services to restart and log flood. I rolled back the change, throttled log generation to avoid storage overload, stabilized services, then root-caused the bug. I implemented pre-deploy validation in CI to prevent recurrence. Services were restored and we avoided data loss.

Learning: In crises, stabilize first, fix root cause second — then harden process.

1. How do you ensure that you meet or exceed your targets?

Story: #6 — Built boilerplate + CI/CD integration S/T/A/R: I set clear success metrics (time-to-setup, deployment failure rate). By providing a reusable boilerplate with integrated CI/CD and docs, teams cut new-project setup from days to hours and deployment errors fell. Regular feedback loops ensured continuous improvement.

Learning: Define measurable goals, deliver tooling to hit them, iterate with user feedback.

1. Tell me about a time when you had to deliver results with limited resources.

Story: #3 — Request SSH to query logs & analytics S/T/A/R: With limited analytics tooling and tight timelines, I gained SSH access, wrote fast log-parsing scripts, and produced the analytics needed for a decision. The insights enabled quick fixes and a small processing job automated later.

Learning: Use what you have, script repeatable steps, then automate the parts that prove valuable.

1. How do you handle situations where you’re not meeting your goals?

Story: #5 — Internal tool criticized as hard to use S/T/A/R: After ops reported the tool was hard to use, I owned the problem: ran user interviews, prioritized UX fixes, simplified flows, released a v2, and provided quick docs. Adoption increased and support tickets dropped significantly.

Learning: Treat missed goals as product feedback — iterate, measure, and communicate improvements.

1. Describe a time when you had to manage competing priorities to achieve results.

Story: #7 (campaign) + internal bugs S/T/A/R: While supporting the campaign I also had internal bugs queued. I triaged by business impact — campaign uptime first, then scheduled bug fixes after. I communicated trade-offs clearly and delivered both: campaign success first, then bug resolutions.

Learning: Use impact × urgency to prioritize and keep stakeholders informed.

1. Can you give an example of how you motivated your team to achieve a challenging objective?

Story: #9 — Consolidate 3 mini apps into 1 tool S/T/A/R: Some teammates resisted consolidation. I built a small POC, demonstrated the maintenance benefits, set an incremental migration plan, and recognized early contributors. Seeing quick wins, the team engaged and we consolidated—reducing maintenance overhead and simplifying ops.

Learning: Show quick, tangible wins to turn skeptics into advocates.

1. How do you measure the success of a project or initiative?

Story: #10 — Fraud detection dashboard S/T/A/R: I defined KPIs (time-to-detect, false positives, suspicious events flagged). After launching the dashboard, detection time improved and fraud team throughput increased. We used those KPIs to iterate and expand features.

Learning: Success = clear KPIs + continuous measurement + iterative improvements.

1. Tell me about a time when you had to pivot your strategy to deliver results.

Story: #13 — DDoS + Onelink outage S/T/A/R: Initially planned to monitor, but traffic pattern looked malicious. I pivoted to immediate mitigation (WAF rules, rate limits) to stop the impact, then followed with forensic analysis and permanent protections. Downtime was minimized.

Learning: Be ready to change approach when short-term containment preserves long-term value.

1. Describe a situation where you had to align a team or department to achieve a common goal.

Story: #12 — Write docs and guidelines S/T/A/R: To fix cross-team confusion, I wrote operational guidelines, ran a workshop, and established a shared checklist. Teams adopted the checklist; handovers improved and on-call noise decreased.

Learning: Clear documentation + training = aligned teams and fewer mistakes.

1. How do you prioritize tasks when working on multiple projects to ensure timely delivery?

Story: #1 — EM feedback to design & implement Onelink while juggling other tasks S/T/A/R: I prioritized by business value and risk. For Onelink, I split work into MVP + improvements, delivered the MVP first to get feedback, and scheduled enhancements in sprints. That kept momentum while letting other projects proceed.

Learning: Decompose, deliver an MVP, then iterate—keeps things moving without losing quality.

1. Can you provide an example of a time when you exceeded your performance targets?

Story: #6 — Boilerplate + CI/CD S/T/A/R: Target: reduce setup time and standardize deployments. Result: adoption across teams cut onboarding/setup times drastically and reduced deployment incidents—exceeding the initial KPI and freeing engineering time for feature work.

Learning: Invest in reusable infrastructure to multiply team productivity.

1. How do you stay focused and maintain momentum when working towards long-term goals?

Story: #11 — Autofill mini app config & monitoring S/T/A/R: For a long-term project I set mini-milestones (autofill, download flow, monitoring), shipped each, and used monitoring data as feedback for the next milestone. Incremental releases kept momentum and produced continuous value.

Learning: Break long goals into validated milestones; each small win fuels the next.

1. Describe a time when you had to deliver results in a high-pressure situation.

Story: #4 — Hotfix: CDN outage during Tet (Redis OOM) S/T/A/R: During Tet, Redis OOM caused high DB load and revenue risk. I diagnosed the root cause, applied emergency TTLs and partial cache purge, spun up a backup Redis node, and monitored recovery. Services were restored quickly and funds were protected.

Learning: Under pressure, calm diagnosis + targeted actions fix the most critical path first.

1. How do you ensure quality while working towards aggressive deadlines?

Story: #7 — Campaign delivery (Scan with Miss Universe) S/T/A/R: For the campaign I used canary rollouts, smoke tests, and targeted monitoring dashboards. We deployed minimal but well-tested features, observed metrics during rollout, and rolled back immediately on anomalies. Quality stayed high under tight timing.

Learning: Use small, controlled releases + targeted verification to protect quality under speed.

4.3. Learn and be curious

1. Can you provide an example of a time when you actively sought out new knowledge to improve your work performance?

Story: #1 — Receive feedback from EM to design and implement Onelink When I was asked to design and implement Onelink, I realized I lacked deep knowledge of URL tracking and redirection systems. I proactively studied existing architectures, reviewed open-source link managers, and spoke with marketing teams to understand business requirements. This learning helped me design a scalable and reliable system that later became a core part of our platform.

1. Describe a situation where your curiosity led you to discover a problem or opportunity that others had overlooked.

Story: #14 — Dive deep in mobile code, trace logs to find issue While investigating an unrelated bug, I noticed strange mobile log patterns. Out of curiosity, I traced them deeper and discovered a misconfigured API call causing silent failures. Fixing it reduced mobile error rates significantly — something unnoticed by monitoring systems before.

1. How do you stay current with developments in your industry or field?

Story: General practice I follow engineering blogs (AWS, Netflix Tech Blog), and subscribe to newsletters like InfoQ and DevOps Weekly. I also regularly experiment with new technologies in side projects — for instance, testing new CI/CD patterns and cloud cost-optimization tools that I later apply in production environments.

1. Tell me about a time when you learned something new that was outside of your comfort zone. How did you apply that knowledge?

Story: #14 — Dive deep in mobile code When users faced issues on the mobile app, I stepped outside my backend comfort zone to read Android logs and understand the code flow. I learned basic mobile debugging, built test scenarios, and pinpointed the integration issue. Fixing it improved user experience and broadened my skill set.

1. How do you approach learning when faced with a topic or technology you are unfamiliar with?

Story: #10 — Design custom dashboard for fraud detection When asked to design a fraud detection dashboard, I wasn’t familiar with fraud signals. I first broke the topic into smaller parts — user behavior, anomalies, transaction metrics — then studied internal docs and external fraud detection patterns. With this structured learning, I built a useful visualization that helped analysts catch anomalies faster.

1. Can you give an example of a time when you used curiosity to solve a complex problem?

Story: #4 — Hot-fix CDN downtime (Redis OOM) When Redis was out of memory, I was curious why memory ballooned so fast. I explored key patterns and discovered oversized objects cached without eviction. This curiosity led to better TTL policies and a monitoring fix — turning a one-time incident into a lasting improvement.

1. Describe an instance when you took the initiative to learn about a different department or role within your organization.

Story: #8 — Query number of authorized members for marketing reconciliation I collaborated with the marketing department and learned how they verified campaign member counts. Understanding their workflow helped me build SQL scripts that matched their logic exactly, reducing reporting mismatches and earning trust from non-technical stakeholders.

1. How do you handle situations where you encounter a problem that you don’t know how to solve?

Story: #3 — Request SSH to log and analyze data When I first needed to analyze production logs without formal tools, I didn’t know the exact queries or parsing methods. I experimented step-by-step, learned Linux text utilities, and iteratively refined scripts until I got useful insights. That process taught me to learn by doing, not waiting.

1. Give an example of a time when your willingness to learn led to a new idea or innovation.

Story: #6 — Build template boilerplate code + CI/CD After studying repetitive project setups across teams, I learned CI/CD integration patterns and turned that knowledge into a shared boilerplate. This innovation standardized new projects and cut setup time dramatically — helping multiple teams start faster.

1. How do you encourage a culture of learning and curiosity within your team?

Story: #12 — Write documents and guidelines I created clear docs and shared lessons from past incidents, then ran short internal sessions to explain them. By making learning accessible and reusable, teammates began contributing their own tips and improving documentation culture.

1. Can you describe a time when you learned from a failure or mistake and how you applied that lesson?

Story: #2 — Accidentally deployed untested code to production After deploying without testing and causing a billion log dump, I realized the cost of skipping validation. I learned to implement pre-deploy CI checks, canary releases, and log throttling. The lesson shaped my discipline toward safety even under time pressure.

1. How do you ensure that your learning is aligned with your career goals and objectives?

Story: General reflection I focus my learning on backend scalability, reliability, and data systems — areas that match my long-term goal of becoming a technical lead. For instance, I study distributed cache systems and observability tools, then apply them to production use cases like Onelink and CDN.

1. Describe a time when you discovered a new tool or technique that improved your team’s efficiency.

Story: #11 — Autofill mini app config + monitoring tool I explored automation tools and realized we could auto-fill app configurations. After implementing the feature, the ops team saved hours weekly. Monitoring integration also gave better trend visibility — turning manual work into simple clicks.

1. How do you balance the need for continuous learning with your current responsibilities?

Story: #9 — Consolidate 3 mini apps to 1 tool I set aside small time slots to research while working on delivery. For example, I learned containerization strategies and applied them gradually while consolidating apps. Learning in context — not in isolation — lets me grow while shipping.

1. Can you provide an example of a time when you helped others to learn and grow?

Story: #15 — Explain for non-tech members I often bridge technical and non-technical teams. When explaining Onelink tracking to marketing members, I simplified backend logic using flow diagrams and relatable examples. This improved their confidence in using the tool and reduced dependency on engineering for minor tasks.

4.4. Dive deep

1. Can you provide an example of a time when you needed to investigate a complex issue thoroughly?

Story: #4 — Hot fix CDN downtime during Tet holiday During Tet, our CDN went down, causing Redis OOM and DB overload. I traced logs, memory stats, and cache flow to find inefficient eviction logic. After fixing it, the system stabilized and fund loss was prevented.

1. Describe a situation where your attention to detail uncovered a problem that others had missed.

Story: #1 — Design and implement OneLink During OneLink rollout, I noticed URL parameters were encoded incorrectly between SDK and backend. Fixing that small mismatch solved large-scale tracking errors that had gone unnoticed.

1. How do you approach gathering and analyzing data when making a decision?

Story: #3 — Request SSH to query and analyze data I prefer hands-on data gathering. For OneLink event analysis, I SSH’d into production, queried logs, and processed results with scripts. This direct analysis helped guide accurate decisions for optimization.

1. Tell me about a time when you had to understand a process or system in detail to improve it.

Story: #10 — Custom fraud detection dashboard To build the dashboard, I learned every part of the event pipeline — from Kafka to Redis to DB. Understanding the full flow helped me design precise queries and filters for real-time anomaly detection.

1. Describe how you handle situations where you need to solve a problem with limited information.

Story: #2 — Production service dump 1B logs After an untested deploy caused a billion log dumps, I had minimal visibility. I pieced clues from CPU, log size, and cron timing — discovering a restart loop. Disabling it immediately restored service.

1. Can you give an example of how your deep understanding of a subject led to a significant improvement or innovation?

Story: #14 — Dive deep in mobile code While debugging mobile SDK, I found inconsistent encoding with backend URLs. Aligning them improved click attribution accuracy and reduced reconciliation time by 40%.

1. How do you ensure that your analysis and findings are accurate and reliable?

Story: #4 — CDN downtime investigation I cross-validate with multiple data sources — Redis stats, CDN latency, and DB metrics — before concluding. This triangulation ensured confidence before applying the hot fix.

1. Tell me about a time when you had to dive deep into customer feedback to address a specific concern.

Story: #5 — Internal tool difficult for operation team Ops found my tool hard to use. I observed their workflow, collected pain points, and redesigned the interface with clearer docs. Their setup time dropped by half.

1. How do you prioritize which areas to investigate when solving a complex problem?

Story: #4 — CDN + Redis incident I focus on the biggest impact first. When Redis was out of memory, I fixed that before examining CDN fallbacks — restoring the system step by step.

1. Can you describe a situation where you had to challenge existing assumptions to uncover a deeper issue?

Story: #10 — Fraud detection data issue The team assumed latency came from network delays. I traced data flow and discovered Redis TTL misconfiguration causing excessive DB reads. Fixing TTL solved the real issue.

1. How do you ensure you’re not missing important details when analyzing data or a problem?

Story: #10 + #14 — Log and event debugging I review logs, replay data, and validate with test runs. Peer reviews ensure no blind spots. This helped verify fraud metrics reflected real user behavior.

1. Describe a time when you used deep analysis to identify a root cause of a recurring issue.

Story: #4 — Redis OOM repeated incidents We faced repeated memory crashes. After analyzing eviction stats, I found missing TTLs in batch jobs. Fixing TTL logic permanently solved the issue.

1. How do you keep yourself updated on industry trends and best practices to dive deep into relevant issues?

Story: #10 — Fraud detection dashboard design I regularly study AWS architecture blogs. Insights from caching best practices inspired me to optimize Redis and improve fraud detection latency.

1. Can you provide an example of how you used deep knowledge of a process to implement a successful change?

Story: #9 — Consolidate 3 mini apps to 1 tool By understanding each mini app’s structure, I unified them under one framework with shared CI/CD scripts. This cut operational cost and improved maintainability.

1. How do you communicate complex findings from your deep analysis to stakeholders who may not be familiar with the details?

Story: #15 — Explain for non-tech members I translate technical issues into relatable analogies. For instance, I explained Redis memory like “warehouse space” to managers — making impact clear and decisions faster.

4.5. Earn trust

1. Can you provide an example of a time when you built trust with a new team or stakeholder?

Story: #1 – Design and implement OneLink When I joined the OneLink project, I earned trust from my EM and peers by delivering the first working version quickly and sharing progress transparently. This built confidence in my reliability and technical ownership.

1. Describe a situation where you had to rebuild trust after a mistake. How did you handle it?

Story: #2 – Unverified deploy caused 1B log dump After an untested deployment caused a massive log dump and service restart, I immediately took ownership, analyzed the root cause, fixed the issue, and implemented a validation checklist before deployment. My quick, accountable response helped rebuild trust.

1. How do you ensure that you are transparent and honest in your communications with your team?

Story: #12 – Write documents and guidelines support I maintain full transparency by documenting limitations, known bugs, and pending improvements. This ensures the team and stakeholders always have a realistic view of progress and risk.

1. Tell me about a time when you had to handle a conflict or disagreement in a way that maintained trust.

Story: #5 – Internal tool difficult for operation team When operations criticized the internal tool for being too complex, I actively listened, clarified their pain points, and worked on improving usability. Acknowledging their perspective turned frustration into collaboration.

1. How do you handle situations where you must deliver difficult feedback while maintaining trust?

Story: #11 – Autofill and monitoring tool When reviewing a teammate’s automation feature, I pointed out logic flaws but also suggested clear fixes. By focusing on improvement rather than blame, I preserved trust and improved code quality.

1. Can you provide an example of a time when you had to gain the trust of a skeptical stakeholder?

Story: #9 – Consolidate 3 mini apps to 1 tool Leads initially doubted my proposal to merge three mini-apps. I earned their trust by creating a working proof of concept and showing real cost and deployment savings, turning skepticism into support.

1. How do you demonstrate reliability and follow-through in your work?

Story: #10 – Custom dashboard for fraud detection I consistently met deadlines and provided post-launch monitoring for the fraud dashboard. Regular updates and dependable delivery reinforced my reliability with management.

1. Describe a time when you had to be honest about a problem or limitation. How did you approach it?

Story: #4 – CDN downtime in Tet holiday During a critical downtime, I was upfront about Redis memory limits and the time required to restore service. My honesty helped leadership make informed business decisions under stress.

1. How do you build trust with team members who have different working styles or perspectives?

Story: #15 – Explain for non-tech members I bridged the gap between engineering and marketing by explaining technical concepts in simple diagrams. This helped non-tech members feel empowered and confident, strengthening team trust.

1. Can you give an example of how you handled a situation where you had to make a tough decision that affected your team?

Story: #7 – “Scan with Miss Universe” campaign When the company prioritized the campaign, I made the call to pause other tasks to ensure delivery on time. I clearly communicated the reasoning so everyone understood the business need and stayed motivated.

1. How do you approach building trust with clients or customers?

Story: #8 – Query authorized marketing members When reconciling marketing data with the office, I verified every number before sharing results. My accuracy and clear explanations built confidence among non-technical stakeholders.

1. Describe a situation where you had to collaborate with others to achieve a goal. How did you ensure trust was maintained?

Story: #6 – Build template boilerplate with CI/CD I collaborated across teams to design a reusable CI/CD template. By sharing ownership and credit, I built a culture of trust and transparency that encouraged reuse and teamwork.

1. How do you manage to stay transparent and trustworthy even under high-pressure situations?

Story: #4 – Hot fix during Tet holiday Even under high pressure from business impact, I provided regular progress reports and next steps. That transparency maintained trust from managers and partners during the incident.

1. Can you give an example of how you’ve helped someone else build trust within a team or organization?

Story: #12 – Write documents and guidelines I helped newer team members earn trust by guiding them on documenting changes clearly and communicating status updates. This improved team visibility and reliability.

1. How do you ensure that your actions align with the values and principles of your organization?

Story: #10 – Fraud detection dashboard I focused on data integrity and customer protection while building the fraud detection dashboard. Delivering secure, accurate solutions aligned directly with company values of customer trust and operational excellence.

4.6. Ownership

1. Can you describe a time when you took ownership of a project that was outside of your usual responsibilities? How did you ensure its success?

Story: #7 – “Scan with Miss Universe” campaign Even though campaign management wasn’t my core role, I took full ownership of delivery by coordinating across tech and marketing, fixing tracking bugs, and ensuring timely rollout. The campaign launched successfully under tight deadlines.

1. Tell me about a situation where you identified a problem or area for improvement in your team or organization. What steps did you take to address it?

Story: #9 – Consolidate 3 mini apps to 1 tool I noticed we were maintaining multiple redundant tools. I proposed and led a merge into a single system, simplifying maintenance and reducing deployment overhead by 40%.

1. How do you balance taking ownership with empowering your team members to take responsibility? Can you provide an example?

Story: #6 – Build template boilerplate with CI/CD I owned the framework design but involved other developers in defining the structure and automation scripts. This gave everyone a sense of contribution and ensured team-wide adoption.

1. Describe a time when you had to make a decision that would have a long-term impact. How did you approach it, and what was the outcome?

Story: #9 – Consolidate 3 mini apps to 1 tool Merging apps required major architectural choices around containerization and data flows. I chose an extensible design, which later allowed new features to be added with minimal effort — proving scalable over time.

1. Have you ever had to take ownership of a mistake? How did you handle the situation, and what did you learn from it?

Story: #2 – Unverified deploy caused 1B log dump After a faulty deploy caused system overload, I accepted full responsibility, reverted quickly, analyzed the issue, and implemented deployment checks. The fix prevented similar issues later and improved our process discipline.

1. What does the principle of ownership mean to you in a professional context? Can you give an example of how you’ve applied this principle in your current or previous roles?

Story: #1 – OneLink project Ownership means seeing the problem through to business impact. For OneLink, I didn’t stop at delivery — I monitored post-launch metrics and handled incidents to ensure the tool actually worked for users.

1. How do you stay motivated to take ownership of your work, even when the tasks are challenging or outside your comfort zone?

Story: #4 – Hot fix during CDN outage Even during the Tet holiday and under pressure, I stayed focused because I knew our customers were impacted. The sense of responsibility kept me motivated until service recovery.

1. Can you provide an example of a time when you took ownership of a challenging situation that others avoided?

Story: #4 – CDN downtime incident When Redis ran out of memory and most engineers hesitated to intervene during downtime, I stepped in to investigate, restore service, and coordinate a hotfix. My action reduced financial loss and downtime.

1. Tell me about a time when you had to take ownership of a project with limited resources. How did you manage it?

Story: #10 – Fraud detection dashboard I built the dashboard mostly alone with limited data access. I designed efficient SQL queries, optimized visualization tools, and delivered a usable solution without needing extra headcount.

1. Describe a time when you took ownership of a process that was not working efficiently. What steps did you take to improve it?

Story: #12 – Write documents and guidelines support I noticed frequent confusion due to missing documentation. I created a central wiki for team processes and code guidelines, which reduced repetitive questions and onboarding time.

1. Have you ever taken ownership of a project that failed? What did you learn from the experience?

Story: #2 – Unverified deploy caused service restart Though the deploy failed, I owned the incident, learned from the failure, and introduced automated deployment validation. The failure became a turning point for improving reliability.

1. Can you share an example of when you had to take ownership of a problem that required cross-functional collaboration?

Story: #8 – Query authorized marketing members When marketing needed data but had limited tech access, I took ownership to query, verify, and present analytics clearly. It strengthened collaboration between data and marketing teams.

1. How have you demonstrated ownership in a situation where you disagreed with the direction provided by your superiors?

Story: #9 – Consolidate 3 mini apps to 1 tool Initially, some leads preferred keeping separate tools. I respectfully disagreed, showed cost and efficiency data, and built a working prototype to prove the benefits. My ownership turned resistance into alignment.

1. Tell me about a time when you had to make a difficult decision with limited information. How did you take ownership of the decision-making process, and what was the result?

Story: #3 – Request SSH for analytic jobs When I couldn’t get full production access, I still made the call to request limited SSH rights and built my own analytic scripts. The proactive move unblocked the project and improved insights delivery.

1. Can you give an example of a time when you noticed a process inefficiency? How did you take ownership of addressing it, and what improvements did you achieve?

Story: #6 – CI/CD boilerplate I saw developers repeatedly setting up CI/CD manually. I took ownership to automate the process with a reusable template, reducing setup time by 80% and ensuring consistent deployments.

5. Mapping

5.1. Bias for Action

• Story 2: Do not testing deploy service to production → caused restart service + dump 1B logs in production. → Q1, Q3, Q4, Q9, Q11 (took immediate action / had to act with limited info / consequences of delay)

• Story 4: Hot fix incident during CDN downtime → fund loss, Redis OOM, DB read in Tet holiday. → Q1, Q2, Q3, Q10, Q11 (swift action under pressure to mitigate issue)

• Story 7: Priority task for campaign of company to match “Scan with Miss Universe”. → Q2, Q3, Q6 (acting quickly on business priorities)

• Story 13: DDoS + onelink can’t load in platform. → Q1, Q2, Q4, Q10 (rapid response to critical production issues)

5.2. Deliver Results

• Story 6: Build template boilerplate code with BOM + CI/CD for team reuse. → Q1, Q3, Q4, Q8, Q11, Q15 (delivering results that benefit team efficiency)

• Story 9: Consolidate 3 mini apps into 1 tool → reduce cost + ops cost. → Q1, Q2, Q6, Q8, Q10 (delivering measurable business impact)

• Story 8: Query number of authorized members → reconcile with office. → Q1, Q3, Q4 (timely execution of business-critical reporting)

5.3. Learn and Be Curious

• Story 14: Dive deep in mobile code, trace logs to find issues. → Q1, Q2, Q4, Q6 (investigating and learning new technical details to solve problems)

• Story 10: Design custom dashboard for fraud detection onelink. → Q1, Q2, Q6, Q9, Q13 (learning new tools/techniques for business insights)

5.4. Dive Deep

• Story 14: Dive deep in mobile code, trace logs to find issues. → Q1, Q2, Q3, Q4, Q6, Q12, Q15 (technical investigation / deep analysis to resolve root cause)

• Story 3: Request SSH to query data, process jobs. → Q1, Q3, Q4 (digging into raw data to validate or solve issues)

• Story 11: Autofill mini app in config, download mini app config, monitor trends. → Q1, Q2, Q3, Q4 (analyzing operational metrics and system configs in detail)

5.5. Earn Trust

• Story 5: Build internal tools but difficult for ops team → received feedback. → Q2, Q4, Q5, Q8 (handling feedback, maintaining trust while improving systems)

• Story 15: Explain for non-tech members. → Q3, Q4, Q8, Q11 (communicating complex info transparently to earn trust)

• Story 12: Write documents and guidelines support. → Q3, Q7, Q15 (building trust via clear documentation and guidance)

5.6. Ownership

• Story 1: Receive feedback from EM to design & implement onelink. → Q1, Q2, Q6, Q8, Q9 (taking ownership of a major feature end-to-end)

• Story 2 & 4: (Production incidents) → Q5, Q8, Q11 (taking responsibility for mistakes, fixing issues, and learning)

• Story 6, 9, 10: (Boilerplate, mini-app consolidation, dashboard) → Q1, Q2, Q9, Q10, Q12, Q15 (owning projects that affect cross-functional teams and long-term impact)

6. Sample Stories

1. Receive feedback from EM to design and implement Onelink

• Principles: Learn and Be Curious / Ownership / Deliver Results

• Example Answer:

When my Engineering Manager suggested that I design and implement an internal “Onelink” tool, I took the initiative to research existing link management systems and benchmarked industry solutions. I learned new frameworks to optimize redirection latency and implemented a scalable service architecture. The project was completed within 3 weeks and reduced link generation time by 40%.

• Question fit:

  • Can you provide an example of a time when you actively sought new knowledge to improve your performance?

  • Tell me about a time you took ownership of a project outside your normal scope.

1. Deployed service without testing → caused restart + 1B logs

• Principles: Ownership / Earn Trust / Dive Deep

• Example Answer:

I once deployed a service to production without proper testing, which caused a restart loop and generated over 1 billion logs. I immediately took ownership — rolled back the change, analyzed logs, and implemented pre-deploy validation scripts. I also created a CI/CD gate that enforced test coverage before deployment.

• Question fit:

  • Describe a time you had to rebuild trust after a mistake.

  • Tell me about a time when you dived deep to identify a root cause.

1. Request SSH to log to query data for analytics and processing

• Principles: Dive Deep / Bias for Action

• Example Answer:

We needed quick insight into event data for troubleshooting. I requested SSH access, extracted logs, and built queries to generate analytics in real time. This reduced issue triage from hours to minutes.

• Question fit:

  • Can you provide an example of when you needed to investigate a complex issue thoroughly?

  • Tell me about a time when you took swift action to resolve a problem.

1. Hotfix incident — internal CDN downtime → Redis OOM during holiday

• Principles: Bias for Action / Deliver Results / Dive Deep

• Example Answer:

During Tet holiday, our internal CDN went down, and Redis hit OOM, causing DB overload. I quickly traced memory leaks, added eviction policies, and deployed cache partitioning. Service was restored in under 30 minutes, preventing major loss.

• Question fit:

  • Describe a time when you had to act quickly to resolve a critical issue.

  • Tell me about a high-pressure situation where you still delivered results.

1. Received feedback that internal tools were difficult to use

• Principles: Earn Trust / Learn and Be Curious / Ownership

• Example Answer:

After receiving feedback that the internal tool I built was hard to use, I conducted user interviews, simplified workflows, and improved the UI/UX. The operations team’s satisfaction improved significantly.

• Question fit:

  • Describe a time you received critical feedback and improved a product or process.

  • How did you rebuild trust after receiving negative feedback?

1. Built boilerplate code + CI/CD integration for others

• Principles: Ownership / Deliver Results / Learn and Be Curious

• Example Answer:

I created a boilerplate project integrated with BOM scripts and CI/CD pipelines so new projects could start quickly. This reduced setup time from 2 days to 2 hours and standardized our deployments.

• Question fit:

  • Can you give an example where you delivered results efficiently with limited resources?

  • Describe a time you built a solution for long-term impact.

1. Prioritized campaign “Scan with Miss Universe”

• Principles: Bias for Action / Deliver Results

• Example Answer:

Our team was asked to support a sudden company campaign — “Scan with Miss Universe.” I immediately shifted priorities, created a scalable redirect path, and ensured 100% uptime during traffic spikes.

• Question fit:

  • Tell me about a time you had to act quickly to seize an opportunity.

  • Describe a project you delivered under tight deadlines.

1. Queried marketing authorization data for reconciliation

• Principles: Dive Deep / Deliver Results

• Example Answer:

The marketing team needed to verify authorized members. I ran SQL queries to cross-check website data with office records and delivered an automated reconciliation script.

• Question fit:

  • Describe how you investigated and analyzed data to support a decision.

  • Tell me about a time when deep analysis helped achieve a result.

1. Consolidated 3 mini apps into one tool to reduce cost

• Principles: Ownership / Deliver Results / Bias for Action

• Example Answer:

I noticed we maintained three redundant mini apps. I proposed consolidating them into one tool with shared modules, reducing maintenance costs by 60%.

• Question fit:

  • Describe a time you identified inefficiency and took ownership to fix it.

  • How did you deliver measurable business impact?

1. Designed custom dashboard for fraud detection

• Principles: Learn and Be Curious / Dive Deep / Deliver Results

• Example Answer:

I designed a dashboard to visualize fraud activity using Onelink data. I explored unfamiliar data visualization tools and built real-time anomaly detection metrics. This helped fraud analysts catch 30% more suspicious activity.

• Question fit:

  • Can you give an example of how curiosity led to an innovative solution?

  • Describe how deep analysis led to an improvement.

1. Built auto-fill mini app config + trend monitoring

• Principles: Deliver Results / Ownership / Learn and Be Curious

• Example Answer:

To reduce manual setup errors, I automated mini app config download and introduced trend monitoring. This reduced config-related incidents by 80%.

• Question fit:

  • Tell me about a time you built automation to improve reliability.

  • How do you ensure consistent quality while delivering fast results?

1. Wrote documentation and guidelines

• Principles: Earn Trust / Ownership

• Example Answer:

I created technical documentation and step-by-step onboarding guides for new developers. This improved handover quality and reduced onboarding time by 50%.

• Question fit:

  • Describe how you built trust and clarity through communication.

  • How did you take ownership to make processes more transparent?

1. DDoS + Onelink outage

• Principles: Bias for Action / Dive Deep / Deliver Results

• Example Answer:

When Onelink was hit by DDoS, I quickly analyzed logs, identified attack vectors, and implemented WAF rules. Service recovered within 10 minutes.

• Question fit:

  • Tell me about a time when you took quick action in a crisis.

  • Describe how you investigated and resolved a critical system failure.

1. Dive deep into mobile code, trace logs

• Principles: Dive Deep / Learn and Be Curious

• Example Answer:

I traced through the mobile SDK’s code to find misaligned event tracking logic. After debugging, I discovered an unhandled callback that dropped data. Fixing it improved accuracy by 15%.

• Question fit:

  • Describe a time when your deep investigation uncovered a hidden problem.

  • Tell me about how curiosity led you to learn something outside your expertise.

1. Explain technical issues to non-technical members

• Principles: Earn Trust / Dive Deep

• Example Answer:

I regularly translate complex backend issues into simple language for business and ops teams. By explaining impact and solutions clearly, I built trust and improved collaboration.

• Question fit:

  • Describe a time you had to communicate complex findings to non-technical stakeholders.

  • How did you maintain trust through clear and transparent communication?

7. Self Reflection

For each project you’ve worked on in the past few years, ask yourself these questions:

• What business problem was this project supposed to solve?

• What were the greatest technical challenges? (Usually, the more interesting ones are the ones you didn’t expect)

• What approach did you take?

• What are the drawbacks to the approach you chose?

• What alternative approaches did you consider?

• How did you compare the approaches?

• What tradeoffs did you consider?

• How did you profile them?

• How did you compare scalability for each?

• What was your vision for how each technology would evolve over time?

• What were the functional challenges?

• Did you have to do something faster than usual?

• Or with less resources than usual? How new was the subject matter to you?

• How many other teams or stakeholders did you work with on this?

• How much pre-established process was there in place for your role?

• What were the interpersonal challenges?

• What did you learn?

8. Docs:

Link: https://interviewing.io/guides/amazon-leadership-principles