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IntermediateLEADERSHIP
Describe a situation where you had to influence senior stakeholders (product, legal, compliance, engineering) to adopt a privacy control they initially resisted. What approach did you use to gain buy-in and how did you balance business and privacy risks?
Privacy Program Manager
General

Sample Answer

At a previous company, the growth team wanted to roll out cross-site behavioral tracking to support a new personalization roadmap. My assessment was that we needed stricter consent and data segregation, which product and engineering saw as a hit to conversion and velocity. Rather than just saying “no,” I pulled the data: our consent rate on a similar flow was 82%, and legal had flagged increasing regulator scrutiny. I framed the conversation around risk and upside: with a compliant, transparent consent model and a scoped data domain, we could still support 80–85% of the use cases while materially reducing enforcement and reputational risk. I brought legal, security, and the product VP into a working session, walked through 3 design options with impact estimates, and let product choose within guardrails. We ended up implementing contextual consent and a 12‑month retention limit. Growth KPIs stayed within 3% of target, and we passed a subsequent regulator inquiry without findings.

Keywords

Used data and risk framing instead of a binary yes/no positionOffered multiple design options that balanced growth goals with privacy controlsInvolved cross-functional leaders in a working session to co-own the decisionDemonstrated that business KPIs were preserved while risk was significantly reduced
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