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Flashcards in CAT LEAD Deck (27)
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"1. Describe a time when you had to synthesize complex information to make a difficult decision.
· What was the situation?
· How did this decision impact others?
· What information did you consider?
· How did you synthesize the information to determine the best course of action?
· What tradeoffs did you consider when making your decision?
· What was the outcome?"

"When we first started the MAP project and took over the architecture, we had to come up with the proposed architecture. It was a big challenge, as there is nothing on the market place that would meet our flexiblity requirements. We also wanted to use AWS as much as possible to add another layer of flexiblity.

The reason this was such a challenge was that there were so many integrations and problems to solve for, just to get the inital version out of the door. When i look at the system and where we are today, it all makes sense but getting to this point and even the inital agreed architecture was difficult

We had to take into account, data flows from multiple disparate systems, how integrity of data will be maintained across them, how to standardise the data.

We broke the problem down in to the major components and flows, we would go over the whole system mapping how data would move around it, once we completed a pass, we would start again and jump down a level of detail.

I took this approach rather than drilling down into minute detail on a component and moving on, to ensure that the big picture is always kept in mind.

There were a lot of decisions and tradeoffs that had to be made along the way, as an example it would have been easier to rebuild certain components to make the architecture work, but from a practical standpoint that wouldnt happen.

Ultimatly the platform is really flexible and does a good job as it was intended, componentry that we built like the DEH, event hub etc can be used in other places and applications as we tried to design for the unknown as much as possible"


"2. Please describe a time when you held your team or other colleagues accountable for making a sound and timely decision.
· What was the situation?
· What steps did you take to support and guide your team or colleagues?
· What information, data, and/or resources did they use to make the decision?
· What was the outcome?"

"For the past few years i have had a resource assigned to lead our MDM integrations, he is highly capable and inteligent. MDM has been a particularly difficult project and is easily a full time project to lead. In some circumstances I would want to vet most major decisions on a platforms integration or direction.

However, with this project I gave him autonomy to make all technical decisions required and ultimatley accountable for their success and delivery.

The main framework of support and operation that i provided to him was to esclate soft issues to me, e.g. problems with personality types, politics etc.
Regular catch ups with him to keep abreast of the development and progress. I also tried to instill that we need to focus on the bigger Pfizer picture and make the right decisions for Pfizer.

He had a good development team to support him in implementation and access to the data and tools needed to complete his work.

Ultimatley the project was delivered, it was a long and complicated affair, but he made the right decisions to get the best out of a bad situation and progress our capibilities whilst minimise impact from external failures. "


"3. Please tell me about a time when you had to make a decision quickly even though you did not have all of the information you would have liked.
· What was the situation?
· How did you evaluate the benefits and risks of waiting to gather the information you needed versus taking action?
· What information, data, and/or resources did you consider to make your decision?
· What was the result?"

"I was working on an innovative project in the netherlands where we were launching a fully fledged online pharmacy. When i joined the project the vision and vendor selection had already taken place using IBM websphere.

It quickly became apparent that the technology was overkill for the needs, costing a large amount of money & also the implementation partner was out of their depth.

We were partnering with a local online pharmacy to be our fulfillment partner who obviously already had an online presence. Whilst working with them on the integration, I realised that we could switch the deployment to utilise their existing platform and re-theming it, as all functionality was built in already. There were pros and cons to this and we had a number of sunk costs and time schedules we had to adhere to, but overall as this was a pilot the risk of the change was less important that the projected over runs and expense of staying the course.

I worked with my partner in market to cost, plan and seek feedback on the transition to the new vendor from the business stakeholders. This had to be done over a short period of time as the ROI for a switch was being eroded the longer we stayed with the current partner. We did not sever the relationship completely with the other vendor and ensured that all code and latest documentation was up to date, to ensure a reversal was possible if needed.

It was a large additional effort on the pfizer project side to get this off the ground, ultimately the project was approved and we delivered within the new timeframe a successful product.


"4. Describe a time when you had to identify and implement a solution to a problem that affected multiple stakeholders.
· What was the situation?
· How did you identify and incorporate feedback from the various stakeholders?
· What information, resources, and/or perspectives did you consider to help you identify potential solutions?
· What was the outcome? How did you determine the effectiveness of the solution?"

Cookie tool with global privacy office

"When i worked in Digital Services we had a site outage on At this time the site was hosted on internal pfizer servers.

Outages were not uncommon, but this one was a big problem as it was the corporate site for The resoloution was not straight forward, working with the global teams we attempted multiple restores from Back up, which all failed and took a long time.

I was coordinating the multiple teams to work on the resolution, I had to pull people from multiple teams during the red team call, appropiratly escalting and bringing new resource in where possible. We ended up having to get a server administrator to go to the hosting location and physically replace parts on the server to complete the restore.

In the end the process took a number of days and many teams to work in cahoots to get this resolved. All whilst keeping the business updated. The end result was the restoration of the website & led to migrations and changes in how backups and restores functioned"


"1. Please tell me about an initiative you developed and implemented that addressed the needs of customers, colleagues, and/or stakeholders.
· What was the initiative?
· What steps did you take to develop the initiative?
· How did you work with others to implement the initiative?
· What were some of the results of the initiative? Is the initiative still in place?"

"""When I worked in digital services, shortly after the drupal platform & drupal gardens was introduced to Pfizer, we were requested to rebuild the website based on the new US design.

There were a number of ways of going about this, 1 would be to simply build the website with a matching style to the specifications of the UK business.
The second was to use this as an opportunity to replace the existing sharepoint template that was end of life. Which had 2 sub choices as well. Build a flexible drupal custom solution
A build in Drupal Gardens where a templated site would be created with CSS, JS and assets centrally hosted to make visual changes and updates from a single location.
To make the decision, I first investigated each options pros and cons,
as an example building the site out would probably have been the cheapest option, the least risky, easiest and most likely to 100% satisfy the customer, but it would have no benefit to the rest of pfizer.
The custom solution would probably be more flexible if needed, but would cost more
The drupal gardens solution would be the cheapest to roll out to new markets but would offer less flexiblity.
I also needed to quickly perform a feasibility analysis & cost for all the options. Once i had all of this, i took it to the global corporate team to see if they would help fund and endorse a centralised solution. If so this would make either drupal custom or Drupal gardens the preferable choice.
With their endorsement i canvassed a number of other markets that would be looking to upgrade in the next 12 months. The theme was the other markets were willing to invest in the new branding, but only at a lower cost.
Once discussed with the UK lead, they said as there was some central funding they would be willing to work as a pilot.
Ultimately drupal gardens was chosen for the potential to be rolled out to many different markets at a lower price point, self service content and abiding by global design. It was a success whilst i was in the team and we launched to many new markets and made use of the centralised CSS for updates.

The template is used in multiple markets and is still being rolled out. "


"2. Please tell me about a time when you helped align your team or department’s short-term goals with your company’s or division’s vision or long-term strategy.
· What was the situation?
· What steps did you take to understand the vision or long-term strategy?
· How did you translate that vision or long-term strategy into team goals?
· What was one of the outcomes?"

"Within engineering we always try to focus on doing the right thing for Pfizer, even if the shorter path is easier and cheaper. Pfizer has a strategy to push more of its interactions online, a big drive for digital marketing and personalised digital content.

When building out the map platform we had some very specific requirements for the EU and the US which revolved around relativly basic personalised marketing. We used this opportunity to establish what we hoped would be a marketing platform that is flexible enough to be able to be used anywhere in Pfizer. Rather than tighly integrating against the specific requirements we build flexible frameworks that allow for best of breed tools to be pluged in and swapped out. Examples like the DEH, Data Exchange Gateway, Event Hub etc.

This strategy has paid dividens as we are able to adapt to different markets needs and have a solid frame work that will cover most use cases.

One specific outcome was that we were able to adapt the MAP platform and bring australia on who was determined to do their own thing. This is a great win for Pfizer as a whoile "


"3. Describe a time when you decided to forego a quick win in favor of a longer-term strategy that had the potential for enduring success.
· What was the situation?
· How did you balance the pros and cons of pursuing the short versus longer term strategy?
· What information or resources did you use to help make your decision?
· What was the outcome?"

"This year we had the MDM replatforming project, as the new reltio product is using a much more modern technology stack, we wanted to shift the responsiblity for mapping data to the MDM team and decouple of environments further.

The most straightforward way to do this would be providing direct access to GRV and GCP, or providing export files. However, we pushed for the implementation of a proxy layer between GRV and GCP, this was more expensive and had a longer lead time, but provided a lot of protection and potential for reuse down the line.

Having the proxy inplace means that we can control authentication on a user/service by service basis, it can be reused for any system that needs real time data & we can rate limit or block abusive services

We had multiple design reviews and completed full costed proposals for all options, these were circulated with senior management and multiple stakeholders consulted on the proposal and the options. For the reasons above we pushed the proxy option

The proxy is now in production and functioning well, it has abstrated my team from a lot of back and forth and given the MDM team freedom to map data as they see fit"


"4. Describe a time when you challenged yourself and others to create an alternative solution to a recurring problem.
· What was the situation?
· What steps did you take to challenge others to develop alternative solutions?
· What information, data, and/or resources did they use?
· What was the result?"

"During the MAP deployments for the first two years, we suffered a lot with an external testing team, the team was not providing value, only testing using scripts we have run, so the number of defects found were close to 0 and when defects were found it was normally a false positive due to a lack of understanding of the system.
I advocated for the testing to be brought into the same vendor as the development to harmonise the operations and retain the knowledge and talent.

A business case was put together and presented which was generally well received, it was agreed that we would move forwards with the integrated team for all new enhancements. Ultimately we ended up moving all testing to the new team. It has greatly simplified our workflow but not impacted on standards. It was a long process and took persistence to get it across the line.


"1. Please tell me about a time when you encouraged collaboration among team members with diverse perspectives and/or backgrounds.
· What was the situation?
· How did you help team members seek out, learn from, and leverage their different perspectives and/or backgrounds?
· Was there ever a time when the collaboration was not working well? What did you do to improve the situation?
· What was the outcome?"

"Map in china has been an interesting example of this, we had a project kick off in Beijing which was primarily being run by DCE, unfortunately the structured approach and the cultural differences made for an extremely hard session. I realised that this one way dialogue was not going to get us very far. I spoke to my global team and suggested a change in direction, rather than us presenting, try to split people into smaller groups and focus on real use cases, which might help us get our head around the problems. This did work much better, but also highlighted a need for a smaller session to be completed with the team.

We went back to China and had a engineering lead sessions across the business partners, engineering, BAI & GBI. The week was a great success, I managed share in detail what the platform did, extract the needs from the market. This different approach really brought everyone together and aided a commitment to the long term plan and goals.

We have had a number of setbacks in china, but this base agreement and vision still stands and makes working as a part of the team a lot easier.


"2. Describe a time when you had a major role in developing a team that overcame obstacles to achieve success.
· What was your role?
· How did you communicate and align others with the team’s shared goals and common purpose?
· What obstacles did your team face and how did you overcome them?
· What results were achieved?"

"The team i have working for me in MAP is a pretty diverse team from many different cultures, countries and experience levels. The team is highly performant and i really do not get any conflict or in fighting within the team. As the team has grown from a few people to over 15 at this point, they have been split into sub teams based on skills and interests, I have the Maps apps team, platform team and MDM/other projects. Whilst the team has been split up we try to keep a matrixed environment where possible. Ultimately the overall MAP team is there to work on the MAP product, even if they have their direct silos of focus. I believe MAP is a highly performant team and i put this down to how the team works together and learns from one another, i try to place junior contractors with experienced to help them grow.

The team is quick to praise each other and has no culture of blame.

The team ranges from highly independent resources that need a light touch management to junior guys who need a bit of extra support.


"3. Describe a time when you worked with a cross-functional partner to accomplish a shared goal.
· What was the situation? How did you identify this cross-functional partner?
· How did you work together to accomplish the goal?
· Did you encounter any challenges while working with this person? If so, how did you overcome them?
· What was the outcome?
· Did you work with this person again?"

"In the DMA program i formed a close working relationship with the self detailing lead. Our objective was to create a repeatable, standardised way of promoting content across europe.

I was brought into the program near the start, so the eMCM lead had already been identified.

My role was as the implementation lead, however, we did foster a partnership, where the designs, functionality and implementation was created together. Generally the partnership worked well

I did encounter some challenges working with her, as when times were uncertain, she got very stressed and often looked at ways to protect herself, rather than focusing on the delivery. I mainly worked around this by mapping the path out, discussing the worries and showing the path forwards with timelines etc. She generally needed addtional information and levels of detail to focus.

The project was successfully delivered and rolled out to a number of brands and countries. I am not sure if any of them are still online today, but i wouldnt be surprised if there are a few.

I would work with her again, once you understand how someone works, what they need and their strengths/weaknesses, it is a lot easier to get on and focus on the job in hand, being cognazant of their needs. "


"4. Describe a time when you developed and maintained a relationship with an important stakeholder or decision maker.
· How did you identify the stakeholder or decision maker?
· What steps did you take to build the relationship?
· How did this relationship impact your performance?
· Were you able to build a long-term relationship with the stakeholder or decision maker? If so, how?"

"When i worked in digital services I was given the EMEA PCH portfolio to manage, which was a difficult assignment as at that time the business was not engaged with BT at all for digital work. Previously colleagues had really let it run its course, just ensuring that guidelines are followed where possible.
When i took responsibility i really wanted to bring them into the fold of digital BT, i worked closely with francesco Milani and his leadership team. I had regular catch ups with each of them, spending time on education of what we can deliver, what we have done in the past and how I can help them.
This helped me to get the business partners on side and become champions for the service, as they had faith in my team to deliver.
Ultimately a larger proportion of digital initiatives were delivered through our team, i was invited to present at the EMEA PCH BT leads meeting which had business marketing leads attend.


"1. Please tell me about a time when you inspired your team to achieve results that they did not think were possible.
· What was the situation?
· Why did your team think they could not achieve the results?
· How did you inspire your team and ensure they remained engaged?
· What steps did you take to reward your team?
· What results were achieved?"

"When integrating MDM and MAP for the first time, it was a very difficult project. The difficulties were from a range of different issues. Personality types, software issues, integration issues, lack of understanding etc.
I think at one point during the development we were tracking 34+ different issues with an average 18 day resoloution time for each. This was massivly delaying the project, there was also a lot of politics going on, making it an unpleasent working environment for the team.

There were issues like finding the API for the service had no authentication to access all customer data, but needing multiple meetings and heated discussions as to why that is required.

The team felt like for every issue that was resolved, either gaining understanding or resolving a technical issue, 3 more popped up. It was particularly disheartening, as best efforts were made and then the source of issues were often misconscrewed during PMO/LT calls.

I attempted to inspire the team in a few ways

Providing support where needed in difficult discussions or calls with other departments
Explaining the big picture, that this is a component of the delivery and we just need to be doing the best we can for Pfizer.
Ensuring that alternate work was avaliable so their day to day was not 100% focused on this

The team was rewarded in a few tangible and intangible ways
For those that were in the UK, we had a night off and a meal near completion of the work
Those outside of the UK, got a case of beer to have a night together
I also focused direct praise related to how issues are dealt with ensuring that it is releveant to the actions they have done.

The contract staff have all been retained at Pfizer since then and rotated positions, so they have been able to take a break from this type of project.



"2. Please provide a specific example that illustrates how you have recognized and rewarded high performers on your team.
· What was the situation?
· What steps did you take to recognize and reward high performers?
· How did you keep team members motivated and engaged?
· How did these actions help drive development and performance on your team?"

"I split my teams into 2 major sub teams, the Map Apps team which deal with TLT, metadata Tool, Survey Tool, Vendor hub. In the past we have had trouble getting the right lead for the team, it is a difficult role as we operate in an agile manner within a very waterfall framework. Earlier in the year the latest lead did not work out as he wanted to be able to fully influence the product direction and run true agile projects, which sometimes is just not a reality at Pfizer.
I made the decision to not replace the lead and instead ask Lakshmi to take over the leadership role, I explained to him why i felt he could take this on based on how i have seen him perform previously. In the start of this assignment i stayed close to the team and helped guide, but slowly pulled away as he became more confident with the this delegation.
I have regular catch ups with lakshmi but have empowered him to make most decisions for the team and know when he can come to me with issues or problems where he needs my help.
It has been a great success and a big step for lakshmi as well.


"3. Describe your greatest success in coaching a colleague or direct report. What was your coaching process?
· What was your coaching process?
· How did you assess their strengths and developmental areas?
· What approach did you take for coaching this person?
· What was the end result?"

"I had responsibility for an intern a few years ago, I was not the hiring manager, but i was his line manager. It was an interesting challenge as he was extremely shy and had not worked in a professional context before.

In the first few weeks i focused on what he wanted to get out of the year and voiced what i think would be good development for him.
I considered having an intern like a hypercare project, they need additional guidance, support and feedback as they go. We have regular 1-2-1’s and monitored goals month's, areas he struggled with etc.
His biggest concern was speaking by himself with the business and having responsibility for deliveries. Over the months we worked up to his first sole project, which was deploying a corporate template across a number of markets. The way i approached this was to set some clear guidelines of when to escalate something to me and when to try and deal with it himself.
As an example i asked him to try and solve all problems by himself first, if there was a risk to the project or he cannot solve it in 24 hours to bring it to my attention etc.
Ultimately he delivered on all his commitments with great feedback, i believe he delivered the corporate template upgrade in 4-5 markets, managing the business and vendors.


"4. Describe a developmental opportunity you gave a direct report or colleague to help them develop a skill.
· What was the situation?
· How did you help the direct report or colleague identify the skill to be developed?
· What opportunity did you give them and how did you choose it?
· What was your approach to coaching the direct report or colleague?
· What was the outcome?"

"REVIEW THE MARKING CRITERIA Working in services i had a contractor to assist with my responsibilities. It may seem minor but they regularly got the same thing wrong. I am a big advocate of ask any question, but when you get a complete answer, write it down and don’t make the same mistake again.

With this person I regularly had to answer the same basic questions, or find after instruction was given the incorrect action was taken, this quickly becomes frustrating and has an impact on our reputation.

During a 1-2-1 i explained the situation that often the same mistakes are repeated and information that was provided is not acted upon. I suggested that they start getting into the habit of making notes and referring back to them when needed.
We discussed that an immediate change would be needed but not to hesitate to ask further questions or if they do not understand make sure i know so i can help them get to the level of understanding needed.
We kept up to date on progress and the simple change did make a big difference and helped get over cultural barriers where they did not like to ask follow up questions.


"1. Please tell me about a time when you led a team through a difficult transition or situation.
· What was the difficult transition or situation? What made it so difficult?
· What steps did you take to gain the trust and respect of the team?
· How did you support and help team members through the transition?
· What was the impact of your efforts?"

"During the first 6 months of the MAP project deloitte were brought in as the System Integrator, with my team responsible for the development. As time went on it was apparent that they were not performing as needed, making bad architectural decisions and delaying the project. The deficiency was not just noticed on the technical side, but also the business.
When evaluating options our recommendation was to move to appnovation as the sole technical partner. This move itself was not without risk, as our proposal was basically to start again, I felt that we had a good grasp of what was required to deliver the project to the needed standard, this also meant that we were taking on all of the delivery risk to BT. The additional complication for the platform is that requirements from the business were not readily available, so planning the integration and the new proposed timeline was difficult, we attempted to mitigate some of this risk by splitting delivery into phases, operating in a semi agile fashion, getting requirements signed off as we went.
All of our proposals and options were carefully analysed as a part of the wider team.
Before making this change the project was trending to be either extremely late or of a poor standard. The revised implementation certainly had its challenges, but ultimately we delivered


"2. Describe a situation when you and your team took accountability for following through on commitments during challenging circumstances.
· What was the situation?
· What approach did you take?
· What factors did you consider when deciding how to follow through on commitments?
· What steps did you take to ensure you and your team took accountability for following through on your commitments?
· What was the outcome?"

"REVIEW MARKING CRITERIA This year with MAP has been difficult from a planning perspective, we would normally expect to receive requirements in the 1st quarter for the years enhancements and changes from the business. However, this year the vast majority was not received until August and requirements for some delivery was not locked down until later in october.
This basically was a year’s worth of work to be completed in less than ½ the time. This needed a new level of resource planning and precise estimation to ensure that we could meet the timelines by the end of the year. Resource plans were drafted, requirements revised multiple times with our input.
I believe in the last 2 quarters we have had up to 15 projects ranging in size from 20k to 400k+ So far this year we have delivered everything on time where it was in our control.

We met in London to review the inital pass of requirements, which was Power Point level. We also had China, MDM attempting to kick off, but dates were still uncertain.
From this we provided very high level estimates, we normally accept a lower level of detail when it comes to requirements, as the business often does not know exactly what they need. However, with the amount of work that was projected and the normal ""unknown Q4"" work we pushed harder to get more detail on what is needed for implementation. This helped us priortise what areas to focus on first and what can come later when requirements are locked.

When considering how we ensure we delivery I split my wider team into smaller sub teams and brought in a new senior resource to be able to manage one area. This model has allowed for us to deliver on multiple large and small initatives at the same time, whilst not creating bottle necks.

We had new projects come in that i would not normally take on whilst we are so busy, my team is a not turnky where anyone could step into the role, we focus on getting the best talent and keeping them on the project to achieve synergies and retain knowledge. However, these were considering a high priority deliverables so were estimated and included.

I ensured that we had a detailed resource plan, to enable us to closly monitor any external influences that may cause knock on delays.

Each lead in my team has accountablility for their given set of projects and managing issues. However, we work closly together to manage resources and changes to the project.

The challenge with a large delivery schedule was compounded by many shifting goal posts, MDM for example changed their full architecture about 15 days after we were supposed to start develepment. All of these issues have to be dealt with without impacting other scheduled work.

So far this year we have delivered on everything that has been committed to, we still have a number of smaller deployments left, but a huge amount of work has been delivered in a short period of time. We also have not been responsible for any delays thus far, any delays has been external to our team, we have re-grouped and moved on.


"3. Describe a time when you had to address a difficult situation at work.
· What was the situation?
· What did you do to address the situation?
· What approach did you take?
· What was the outcome?"


A particular colleague i worked with seemed to always contradict any communication that came from me or my team, when the business was involved. This type of behaviour was both unnecessary and disruptive, often the items were petty and could have been dealt with offline. Providing a unified front to the business gives a sense of trust and assurance.

After this had happened a number of times, I emailed the colleague, expressing that i had an issue with how we were interacting and working as a team. I also set sometime up with him directly to discuss the issues. I discussed with him the perception from my team and what issues with the business it would cause and how we could work better, e.g. I was happy to discuss issue with him directly.
The feedback was well received and his behaviour did change going forwards.


"4. Describe a time at work when you stood by your convictions, even when it was difficult to do so.
· What was the situation?
· What did you think should to be done?
· What decision did you make?
· What was the outcome?"

"When i first started in digital services, we had a huge battle to try and get the business to use BT and the development vendors we selected. It was a difficult position to be in, as we had little in the way of a proven track history to stand behind.

One specific example i can think of was when i was still a pretty junior member of staff, I was assigned to a website development project in the UK, i believe it was for Viagra. When i joined the design was in progress and the agency was planned to complete the delivery it was more of a courtesy that BT was invited into the room.

I used the opportunity to pitch that BT could take on the development of the project. Initial conversations were very difficult and was faced with a lot of opposition, brand managers in europe at that time, really just delegated everything to the agency. I was persistent with my efforts to demonstrate the value that we can bring and ensure that what they do will be cost effective, alligned to security standards and delivered to the same or higher quality. Eventually by proving my self useful in the various design and planning sessions, the brand manager agreed to let BT complete the development.

It was a big win as it was a high profile project and gave us more material to be able to promote our new strategy gaining other brands to our platform."


"1. Describe a time when you promoted and facilitated a change within your team or department.
· What was the change?
· What was your role in facilitating the change?
· How did you communicate with others about the change?
· What steps did you take to help others navigate the change?
· What was the outcome?"

"I think part of our day to day work is to ensure we are making the best technology decisions looking across industries for Pfizer, but one example that i think has had the biggest impact on our delivery so far is slack.
Before Slack, we were using email, MS communicator, Skype and various other tools to stay in touch as a fully virtual team. It certainly worked, but I believed that we could work more effectively by changing the way we communicated with each other. I attempted to get slack up and running within engineering, however, on the first attempt it failed, as people carried on working they way they used to. I still believed there was a benefit in the tool.
On my second attempt I gained agreement from the core engineering team (Which was comparatively small then) to adopt a 2 week trial where we would not use our existing communication tools at all when communicating with each other. Getting the commitment to use the tool was the first step to its adoption. As a team we then worked together on bots and plugins to make it better. Today it is integral to our workflow and i believe that without pushing this forwards and showing the potential value, we would not be using it and as a team be less effective.


"2. Describe a time when you provided guidance to a team facing a difficult transition or obstacle.
· What was the situation?
· How did you react to the transition or obstacle?
· What steps did you take to guide the team during the transition or obstacle?
· What was the outcome?"

"During the change from regional solution centers to becoming apart of the global team, we lost our current manager, a team member and had an uncertain time whilst a replacement lead was found. Compounding this was the fact that two team members were applying for the lead role.
Wherever possible I tried to talk about the benefits of being apart of a larger organisation, I was actually excited for the change and tried to spread this to the rest of our team. We were placed in a difficult position as we were told that a member of our team would be made redundant before they knew. So morale was a little low.
As we were becoming apart of a larger team, it was going to open opportunities not available to us previously, so i focused on this and talked about long term growth potential.


"3. Please tell me about a time when you had to adapt in the middle of a project to the changing needs of an internal or external stakeholder.
· What was the situation?
· How did you react to the change?
· What steps did you take to adapt and meet the stakeholder’s changing needs?
· What tools or resources did you use?
· What was the result?"

"The first half of this year has had a number of failed starts to projects. We have had
China being delayed multiple times after inital kick off meetings,
other new MAP deployments held and then ultimatley cancelled
Enhancements to the platform not being requested until much later in the year.

This puts us in a difficult position as i have a large team of contractors, that we do not want to loose as the knowledge within the team is the key to success.

Firstly i assigned resources to other projects where possible so funding to retain can come from elsewhere
We also managed to neogiate month by month funding for the team to work on preparation, such as workshops, environment design etc
It was a difficult balance to strike, as we did not want to expose Pfizer to financial risk, but also doing our best to maintain resources and continuity

We also could not plan to far out, as each months funding was yet to be agreed.

We used our standard hour tracking through hub planner, scenario planning for the levels of resource and where they could be deployed and doing what work we can without a solid direction

The result was that we managed to retain the full team, until funding was released, it was a great relief as it was a lot easier to pull resources back from other projects than to re-hire/hire again.


"4. Describe a time when you challenged the status quo and took a risk to develop an innovative solution?
· What was the situation?
· What process did you take to decide whether or not to take the risk?
· How did you weigh the tradeoffs of taking the risk?
· What was the outcome?
· What lessons did you learn from this experience?"

"Last year we had a project to support direct mail on the MAP platform. The request was to duplicate the siebel process.

In the later part of the development the business realised that they provided no requirements to support paper based surveys. We were pressured to include these new requirements and turn around the new deliverables quickly.

The easiest thing to have done would be to build the exact functionality required directly into the application. This would meet the business requirements and pose the least risk to an already pressured project.

We took a risk to attempt to solve for a longer term anticpated need with surveys. "


"1. Please provide an example of specific actions you have taken to develop a quality and compliance conscious environment or culture within a team you have managed and how you assessed your progress.
· How do you discuss and consider compliance risks in evaluating business plans and initiatives?
· What steps do you take to proactively seek updates on how controls are operating (e.g., compliance with policies and requirements)?
· How do you consider your direct reports’ management of quality and compliance in assessing or recognizing performance?
· How do you support the Open Door Policy and/or Anti-Retaliation Policy to ensure colleagues on your team are comfortable raising concerns?
· Have you ever walked away from particular strategies or tactics because the risk outweighed the benefit?"

"There are few levels to compliance, one is ensuring what we build is fit for purpose, aligns to our standards and is built securely. The second part is more more industry related, e.g. specific to the pharmaceutical industry.

The culture within map is harmounious between resources, there is a lot of trust and willingness to help each other. Testers and testing is not seen as a blocker or a hurdle to pass, it is a core part of what we do. This message is often re-inforced, i never instill a culture of blame for issues, we encourage to think about testing early and bring test leads in to the design and early in the development process.

We have a responsiblity to vet all changes to our platforms and keep abreast of changes to technology that support us. All leads on my team understand what we need to do to keep pfizer data safe, this is one of the primary goals when designing our systems. Security is put before all else. This starts at the requirements phase, vetting and discussing business requests, through to design and testing.

For all of the systems under my control we are subscribed to all security alerts from the community and action is taken as soon as threats are announced. I also try to stay up to date with the latest compliance requirements from different countries that we operate in, e.g. GDPR, safe harbour etc.

In all reviews with team members I reinforce the need for quality over speed, it is always acceptable to slow a project if issues are found and i support the team 100% behind that. Any deficiences in this area are imediatly actioned on.

As i previously said, i have fosters a culture in our team where there is no blame, only a focus on soloutions. My team will often challenge me or suggest ulternate ways of doing things. This trust between management, staff and peers is the foundation to keeping our systems secure

In the past year we have had requirements to allow automated collation of Unique Identifiers in GRV to be matched with permission records automatically. We have strongly pushed against this, as we have found mistakes in the matching process before. This is also compounded by the fact that email registration does not require a double opt in. Initally we rejected the integration, but since as the business keep are pressing for the functionality, we have documented the risks clearly and are requesting someone who can understand and accept the risk to sign off on a per market basis. So far this has stalled as no one has been willing to sign the risk document., "


"2. Please provide an example of a situation where you proactively took measures to address or manage a key compliance risk area:
· How was the risk identified?
· What actions did you take to address this issue?
· What was the outcome?"

"I will often conduct random security audits of our websites, applications and search for pfizer data that should not be online. It is obviously not a core part of my role, but simple mistakes can lead to big consequences for Pfizer.

I have found on multiple occastions that websites have been misconfigured, spam posts found, cross user access etc. But the example i will use for this question is when i was investigating any potential leakage from

I found that online a NAS drive with open access had been fully indexed by google, it contained lots of internal documents, contracts and other materials that are for internal use only.

I alerted my manager as soon as i realised what i had found, we formed a red team and found who the device belonged to through the documents that were shared and the IP address location. We got in touch with the TCS account manager and ultimatly the contractor that had inadvertently done this, the device was removed from the internet.

This is a one of the more serious issues i have come across, but i do these sort of audits and make it known, it helps to instill that security and compliance need to be at the center of everyones focus. It is not just for the security group, it is for all of us to make sure that we are doing our part.

Whenever i have found issues, i work with the team that implemented the soloution and put in place safe guards if they are not already there"


Why do you want this role CAT LEAD CLARK

"I have been leading the MAP program for the best part of 4 years at this stage. It has gone from a very intensive start up project that i helped shape into a near BAU state. I feel that i have added all the value i will at this point.

I recently applied for the leadership position within Digital Engineering, some of the feedback was that i needed to experience a broader depth of projects. This role seems to give me the aspects i liked about the DET lead role (People management, broaded responsiblity) & challenges to directly help me grow, such as multiple new projects and a chance to shape a new/integrated team at Pfizer.

My core skill set is understanding technology, the right way to use it, but importantly being able to communicate that back accurately to the business and why it is important.