Sample Answer
In my last role, I led a rollout of a new internal tooling dashboard that affected sales, operations, and product. Sales wanted it live before quarter-end to help hit quota, ops wanted more controls to reduce manual work, and product was pushing for a smaller MVP to de-risk the launch. All three timelines and definitions of “done” were conflicting. I started by quantifying impact for each group: sales estimated $1.2M additional pipeline per quarter, ops was spending ~25 hours/week on manual reports, and product was concerned about a potential 5–7% drop in tool performance if we over-scoped. I pulled everyone into a working session, shared a side‑by‑side impact view, and proposed a phased launch: phase 1 focused on the top 3 sales use cases, phase 2 on the highest-burden ops tasks. We aligned on a 6‑week phased plan instead of a 12‑week “big bang.” Post-launch, sales adoption hit 85% in the first month, and ops reduced manual reporting time by 60% by phase 2.
Keywords
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