Strategy & Transformation

Question 1

Tell me about yourself and the skills and qualities you can bring to this Strategic level role?

Answer 1

○ I am a leader who always focuses my work on long-term vision and objectives of the organization.
○ Very passionate about my work and others have often described me as a dedicated leader who can not only get the most out of people, but who always ensures everyone within a team takes full responsibility for their actions and for ensuring we all work towards our goals.
○ I can bring confidence, and many years’ experience managing and leading projects and teams.
○ I am an articulate communicator and delegator and someone who is not just self-aware, but aware of how the work we do needs to be socially responsible and in lines with the needs and expectations of your customers and your client base
○ If you hire me withing this strategic role, you have my guarantee I will be one hundred percent committed, one hundred percent of the time.
○ I promise to delivery on all of my projects and objectives to ensure the organization continually to grows and develops well into the future

Question 2

What do you consider when creating or developing a specific Strategic Plan?

Answer 2

I would always utilize a tried-and-tested 5-steps process for creating a solid strategic plan:
–>Step 1: define objective and vision. Need to know what the end goal or result looks like. This will enable me to write a vision statement
–> Step 2: create mission statement - this include target audience, what make us different and the product and services we want to develop to get us there.
–> Step 3 - perform GAP analysis - this will help us determine the skills and resources we need to meet our objects and realize our vision
–> Step 4: set SMART goals - the goals we have will need to be specific, measurable, actionable, results-based and timely
–> Step 5: Monitor Progress - to make sure we are on track to achieve or strategic goals

Question 3

Why do you want to work for us in this strategic level role?

Answer 3

For anyone who works in strategy or strategic level roles, it’s very important to choose your employer carefully. Strategic leadership and management requires a specific level of thinking and action taking, and to achieve your goals, you must have a supportive, innovative and forward-thinking employer. I spent considerable time researching you online, and also speaking to others within the industry. They had nothing but positive things to say about you. Your reputation is excellent, you employ some very bright and talented people, and this is somewhere I feel I will not only be able to make an immediate and positive impact, but I will be able to stay here for many years to come within the role.

Question 4

What are the biggest challenges our business will face in the future?

Answer 4

○ There will be many challenges but none that are insurmountable. Meeting the needs of your customers and clients will be a constant challenge and it will be important we stay ahead of the curve in relation to consumer demand.
○ The digital economy will be one we have to continue to embrace and we need to also ensure the work we do is socially and economically responsible.
○ Other challenges include financial responsibility and making sure the business is profitable and sustainable.
○ We will also have the challenge of making sure we are able to attract, recruit and retain talented individuals to help us achieve our goals.
Finally, we have to make sure we meet all relevant regulations and compliance protocols that encompass the industry. I am somebody who enjoys rising to challenges and more importantly I always ensure my team or department are fully prepared for those challenges well in advance of them actually impacting the organization

Question 5

How would you help our company grow?

Answer 5

I can bring almost 3 decades of experience, a passion and commitment for growth, and an in-depth understanding of what we would need to do to ensure growth happens and that it is also sustainable. To achieve growth, I would focus both mine and the team’s efforts in 4 key areas
§ Product and service development
§ Market penetration
§ Market expansion
§ Training & development
○ For a company to grow, the product or service must continually evolve and respond to needs of the consumer. What might work today, may not work in 3 or 4 years. And we have to ensure we are ahead of the game as an organization, and foresee what is happening by maintaining contact with our loyal customer base
○ Market penetration is ensuring we are reaching all areas of our market
○ Market expansion is looking at ways to gain a higher share of the market by looking at what our competitors are doing, and specifically identifying weaknesses in their commercials strategies
○ Finally, training and development of staff is important, as this allows to make effective use of our most important asset, the people who work for the company. It is proven that staff who are valued and supported to be the best they can be, will help an organization surpass its financial and commercial objectives

Question 6

Thats the end of your strategy leadership interview, do you have any questions?

Answer 6

Q1. What are the strategic aims of the orgaanization over the next 3-5 years and where could you see me helping you achieve them?
Q2. What would be the priority tasks and projects you need me to focus on within the first 1-3 months of starting?
Q3. During my research into your organization, I noticed you won the 2023 Microsoft US AI Partner of the year award…can you share more on…

Question 7

What is your approach to strategic leadership?

Answer 7

My approach to leadership is one of vision, transformation and sustainability. I am a strong believer that you cannot acchieve your commercial and financial goals if you do not create a clear vision that everyone in the organization believes and buys into. Everybody, from the person right at the top of the organziation, through the the team that creates and delivers the products and services, must be aware of the vision. It would be my responsibility to ensure we, as an organization, focus on the vision in everything we do. I am also someone who enjoys the challenge of transforming and driving a business forward to keep ahead of industry trends and customer demands. Finally, sustainability in leadershiop for me is about making sure our business is profitable and it has a healthy balance sheet to enable us to overcome the manay challenges that lie ahead. I feel i am a strong leader who has the adaptability and flexibility to meet the demands of every situation that comes my way

Question 8

What are challenges that large organizations facing?

Answer 8

Challenges facing large organizations include:
1. Digital transformation goals. Involves leveraging emerging technologies such as AI, cloud computing, Iot, Customer driven UX, and more
2. Cybersecurity - covid led to a rise in cyberattacks targeting remote workers and vulnerable systems
3. Data Management - as orgs collect/generate more data, they face challenge of managing and utilizing effectively. How to enable stakeholders to leverage insight from data for decisions
4. Talent management - rapid pace of tech change creates competitive environment
5. Covid has accolated much of these , AND post-Covid, theses challenges will become even more pronounced

There are a number of challenges and opportunities facing the insurance industry today. Some of the current challenges include:
6. Digital transformation: The insurance industry is undergoing a process of digital transformation, with many companies adopting new technologies such as artificial intelligence (AI), machine learning, and the internet of things (IoT) to improve operations and customer experience. This process presents both challenges and opportunities for insurance companies.
7. Regulatory changes: The insurance industry is subject to a range of regulations, and changes to these regulations can have a significant impact on the industry. Keeping up with regulatory changes and understanding their implications can be a challenge for insurance companies.
8. Competition: The insurance industry is highly competitive, with many companies vying for market share. This can make it difficult for insurance companies to differentiate themselves and attract new customers.
9. Consumer expectations: Consumers today expect a high level of convenience and personalization from their insurance providers. Meeting these expectations can be challenging for insurance companies, but also presents opportunities for companies that are able to meet and exceed customer expectations.
Climate change and environmental risks: Climate change and environmental risks present both challenges and opportunities for the insurance industry. On the one hand, these risks can lead to increased claims for insurance companies. On the other hand, the insurance industry has the potential to play a role in mitigating these risks through the development of new insurance products and services.

Question 9

What is the current challenges facing financial services and insurance industry?

Answer 9

1. Digital transformation: The insurance industry is undergoing a process of digital transformation, with many companies adopting new technologies such as artificial intelligence (AI), machine learning, and the internet of things (IoT) to improve operations and customer experience. This process presents both challenges and opportunities for insurance companies.
2. Regulatory changes: The insurance industry is subject to a range of regulations, and changes to these regulations can have a significant impact on the industry. Keeping up with regulatory changes and understanding their implications can be a challenge for insurance companies.
3. Competition: The insurance industry is highly competitive, with many companies vying for market share. This can make it difficult for insurance companies to differentiate themselves and attract new customers.
4. Consumer expectations: Consumers today expect a high level of convenience and personalization from their insurance providers. Meeting these expectations can be challenging for insurance companies, but also presents opportunities for companies that are able to meet and exceed customer expectations.
   Climate change and environmental risks: Climate change and environmental risks present both challenges and opportunities for the insurance industry. On the one hand, these risks can lead to increased claims for insurance companies. On the other hand, the insurance industry has the potential to play a role in mitigating these risks through the development of new insurance products and services.

Question 10

Share your view and experience with Cloud transformation projects?

Answer 10

Its is my observation that most companies with large cloud transformation investments in the past decade have not achieve full cloud infrastructure potential.
* Many companies are still struggling to realize cloud’s full business value beyond table stakes cost savings and efficiency gains. This is often because parts of legacy technology and non–cloud native applications remain in place, creating a hybrid operating system inhibiting interoperability.

*The next leg of the cloud journey—moving remaining systems and industry-specific functions onto the cloud while making them more interoperable—could take time to implement. But companies should already be taking steps to overcome lingering legacy obstacles preventing full realization of their cloud infrastructure’s potential

Overall, however, while technology transformation has often focused on enhancing internal efficiency and accelerating speed to market, that emphasis has begun to shift for many insurers to investments improving customer experience and bolstering data and analytics capabilities.52 The goal for 2023 and beyond should be to more fully realize the benefits of technology infrastructure investments to make insurers increasingly agile, innovative, and customer-centric.

The next leg of the cloud journey—moving remaining systems and industry-specific functions onto the cloud while making them more interoperable—could take time to implement. But insurers should already be taking steps to overcome lingering legacy obstacles preventing full realization of their cloud infrastructure’s potential

For example, where will data be stored geographically? Are there appropriate controls to request and manage access? How is data being protected by cloud providers? How is access monitored, managed, and authorized? How are insurers tracking data assets throughout their life cycle from creation to disposal? Such considerations can be further complicated as insurers increase adoption of public cloud platforms.

summary:
* Insurers investing in cloud transition struggle to realize full business value due to legacy technology and non-cloud-native applications.
* Moving remaining systems and industry-specific functions to the cloud while ensuring interoperability is the next step.
* Overcoming legacy obstacles is crucial for realizing the potential of cloud infrastructure.
* Insurers are shifting focus towards improving customer experience and bolstering data and analytics capabilities.
* Goal: Make insurers more agile, innovative, and customer-centric through technology infrastructure investments.
* Considerations include data storage, access controls, data protection, access monitoring, and data asset tracking.
Increasing adoption of public cloud platforms adds complexity to these considerations.

Question 11

What are top 10 risks failure points?

Answer 11

• Executive team not aligned on what company vision is
• Biased tech evaluation
• Do not have quantifiable business case
  ○ Cost, benenifts, how benefits translates to company success, timeine, etc
• Jump prematurely into implementation without clear plan for mobilization, process and change management will be, project governance
• Not having clear business requirements
  ○ Agile approach may not work for small or mid size companies
• No customization mentatil leads to no competitive advantage
• Inadequate contingency budget
  ○ Org will need budget to handle unexpected
• Training and communication is not enough. Must have also change impact, organization readiness
• Inadequate user testing
  Have contingency plan

Question 12

What is is important to have as a Data/Analytics leader?

Answer 12

Have a vision on how to transform an organization into a data driven enterprise
○ Data should be core of every business decision
○ Organization should enable all stakeholders to leverage data in a meaningful way
To achieve vision, focus on 3 key areas: peop, process, technology
First, prioritize budling a team
○ highly skilled data professionals
○ diverse backgrounds and perspectives
○ Bring fresh ideas and innovate new solutions
○ Nurture a culture of collaboration and continuous learning, to harness collective intelligence of team and drive innovation
Second, streamline data and analytics process to ensure they align with business objectives
○ Identify key metrics and KPIs to measure progress
towards goals
○ Establish data governance framework to sure data
quality, security’s and regulatory compliance
○ Implement agile methodology to enable quick and
efficient decision making
Finally, invest in fit for purpose technolgy to support data
and analytics practice
○ May include adopting cutting-edge tools and platforms (palantir, snowflake, etc)
○ And platforms that can automate data processing and anlysis
○ Leverage cloud-based solutions to enable scalability and flexibility
○ Stay on top of latest trends and innovations in the industry to ensure organization stays ahead of curve and remains competitive
In summary, vision for data and analytics strategy is to create culture of data-driven decision-making that empowers orgainzation to innovate and achieve goals.
By focusing on people, process, and tech, I believe an organization can become a world-class data and anayltics componay that delivers tangible value to our stakeholders

Question 13

Describe a business case you created?

Answer 13

Developing a business case for an Underwriting (UW) automation solution powered by robotics and AI is essential for securing support and resources for the project. Here’s what you should include in your business case:

1. Executive Summary:
Provide a concise overview of the business case, summarizing the need, objectives, benefits, and expected outcomes.
2. Introduction:
Describe the current state of the underwriting process, highlighting challenges, inefficiencies, and opportunities for improvement.
3. Problem Statement:
Clearly define the problem the automation solution aims to address. Discuss factors like manual data entry, time-consuming processes, error rates, and resource constraints.
4. Objectives:
State the specific goals of the automation solution, such as reducing processing time, improving accuracy, enhancing customer experience, or increasing underwriting capacity.
5. Scope:
Define the scope of the project, outlining which aspects of underwriting will be automated and any limitations or exclusions.
6. Solution Overview:
Explain how robotics and AI will be utilized in the solution. Provide an overview of the technology stack, including robotic process automation (RPA), machine learning, and natural language processing (NLP).
7. Benefits and ROI:
Detail the expected benefits, both quantitative and qualitative. This may include cost savings, increased productivity, reduced errors, faster turnaround times, and improved risk assessment.
Present a clear ROI analysis, demonstrating the financial impact of the automation solution.
8. Market Analysis:
Provide an overview of the competitive landscape, highlighting how automation is becoming a standard practice in the insurance industry.
Discuss industry trends and benchmarks related to underwriting automation.
9. Risk Assessment:
Identify potential risks and challenges associated with the project, such as technology integration issues, data security concerns, or resistance to change.
Outline mitigation strategies for each identified risk.
10. Implementation Plan:
Present a high-level project plan, including key milestones, timelines, and resource requirements.
Specify the roles and responsibilities of team members involved in the project.
11.Technology Stack:
Describe the technology components and tools that will be used in the solution. Include details about software platforms, AI algorithms, and RPA tools.
12. Data Strategy:
Explain how data will be collected, processed, and utilized in the automation process.
Address data privacy and security considerations.
13.Change Management:
Outline a change management plan to address the cultural and organizational shifts required for successful implementation.
Include strategies for training and communication.
14.Timeline and Budget:
Present a detailed project timeline with milestones, dependencies, and critical paths.
Provide a budget estimate that covers development costs, technology investments, and ongoing maintenance.
15.Legal and Compliance:
Discuss how the automation solution will comply with industry regulations, data protection laws, and any legal requirements.
Conclusion and Recommendation:
Summarize the key points of the business case and make a clear recommendation to proceed with the UW automation project.
Appendices:

Include any supporting documents, charts, graphs, or additional data that provide context or evidence to support the business case.
Ensure that your business case is well-structured, data-driven, and aligned with the strategic goals of the organization. It should clearly articulate the value proposition of the automation solution and the positive impact it will have on underwriting operations.

Question 14

How do you ensure that the organization is prepared to embrace change and adopt new technologies?

Answer 14

“When leading a digital transformation, my approach begins with understanding the current state of the organization and its goals. I then assess the technology, processes, and people in place to determine what needs to be changed or improved upon. After that, I develop an action plan outlining the steps needed to reach the desired outcomes. This includes identifying any gaps in resources or skillsets, developing a timeline for implementation, establishing KPIs to measure progress, and creating a communication plan to ensure everyone involved is kept up-to-date on the project’s progress.”

Question 15

What experience do you have leading digital transformation initiatives?

Answer 15

“I’ve been a digital transformation leader for over a decade now, leading projects as an achitect and/or innovations or delivery lead. In my current role, i work primarily in the Financial services space, specifically Insurance. In the past decade, an overarching goal of insurance leaders have been to modernize its core systems, clould enablement and/or implement a data driven strategy to achieve multiple objectives including process efficiently, error reduction, business agility or superiror customer experience.
However, regardless of the industry, my approach to leading a digitial transformation initiative will be the same across industries. It starts with:
1. Understand the company’s goals and objectives: Before initiating any transformational activities, I would first work to understand the company’s goals and objectives. This would allow me to align the transformation strategy with the company’s overall strategy and prioritize initiatives based on their potential impact.
2. Assess the current state of the organization: I would conduct a thorough assessment of the current state of the organization. This would include analyzing the company’s processes, systems, technology, and people to identify areas that need improvement and prioritize transformation initiatives.
3. Develop a transformation strategy: Based on the assessment, I would develop a comprehensive transformation strategy that outlines the goals, initiatives, and timelines. This strategy would align with the company’s goals and objectives and prioritize initiatives based on their potential impact and feasibility.
4. Secure executive buy-in: I would present the transformation strategy to the executive team and secure their buy-in. This would help ensure that the strategy is supported at the highest level and that the necessary resources are allocated.
5. Build a transformation team: I would build a transformation team that includes individuals with the necessary skills and expertise to execute the transformation initiatives. This team would include both internal and external resources.
6. Execute the transformation initiatives: I would execute the transformation initiatives outlined in the strategy. This may include process re-engineering, technology implementation, talent management, and change management.
7. Monitor and measure progress: I would monitor and measure the progress of the transformation initiatives against the defined goals and timelines. This would help identify any deviations from the plan and allow for adjustments to be made as necessary.
8. Communicate progress and results: I would communicate progress and results of the transformation initiatives to the executive team, employees, and other stakeholders. This would help ensure transparency and build support for the transformation efforts.
9. Continuously improve: I would continuously improve the transformation strategy and initiatives based on feedback and results. This would help ensure that the transformation efforts remain relevant and aligned with the company’s goals and objectives.
10. Foster a culture of innovation: I would foster a culture of innovation within the organization. This would encourage employees to think creatively and challenge the status quo, driving continuous improvement and keeping the organization agile and adaptable to change.
11. Build strategic partnerships: I would build strategic partnerships with external organizations that can support the transformation efforts. This may include technology vendors, consultants, and industry associations.
12. Identify and manage risks: I would identify and manage risks associated with the transformation initiatives. This would include identifying potential obstacles and developing contingency plans to mitigate any risks.
13. Develop a knowledge management plan: I would develop a knowledge management plan to capture and share best practices and lessons learned throughout the transformation process. This would help ensure that the organization is continuously learning and improving.
14. Evaluate the impact of the transformation: I would evaluate the impact of the transformation initiatives on the organization’s performance and culture. This would help determine the effectiveness of the transformation efforts and identify areas for further improvement.
Plan for sustainability: I would plan for sustainability by ensuring that the transformation initiatives are integrated into the organization’s operations and culture. This would help ensure that the benefits of the transformation are sustained over the long-term.

Question 16

What is the difference between Agile Release Train and Scrum?

Answer 16

Scrum is a framework within agile that is used to manage one team.

Agile Release Train, on the other hand, is a framework that is used to manage several agile teams that are working on the same topic. These teams work from one Program Backlog and towards a common business goal.

Each agile team within ART has the same roles as scrum teams have, namely a Product Owner, Scrum Master, and the development team. An ART has additional roles, such as Release Train Engineer, System Architect, Business Owner, and Product Management.

Both Scrum and ART work incrementally, but have different timeframes of these increments. A sprint in Scrum lasts one to four weeks and a Program Increment in ART lasts eight to 12 weeks.

Question 17

What is your approach to designing secure enterprise architectures?

Answer 17

It would involve developing a comprehensive risk management strategy that identifies potential security threats and vulnerabilities, and then employs appropriate security controls to mitigate those risks. This involves conducting regular security assessments, developing security policies and procedures, implementing security technologies, and training employees on security best practices.
I leverage NIST framework that invludes playbooks and reference architecutre on how to conducct assessments and security best practice

Question 18

Tell me a time when you helped drive sales?

Answer 18

Absolutely, for context, i developed as a consultant with IBM and Capgemini, two large global consulting companies.

throughout my career, I’ve been deeply involved in driving sales and revenue growth. With a background spanning nearly three decades, including roles at prominent consulting firms like IBM and Capgemini, I’ve developed a keen understanding of the significance of generating additional revenue and actively supporting sales and pre-sales efforts.

One illustrative example comes from my role as an Enterprise Architect and Delivery Lead on a core systems modernization project for a national insurance carrier, which also owned a roadside assistance subsidiary. The overarching objective for this engagement was to enhance operational efficiency, reduce costs, foster business agility, and elevate the overall customer experience.

To achieve this, I conducted a thorough assessment of the company, scrutinizing its operational model, people, processes, and technologies. This assessment not only paved the way for a comprehensive plan to modernize core systems but also revealed an exciting opportunity to significantly enhance customer experience and operational efficiency within the roadside assistance division.

At the time, the roadside assistance service suffered from prolonged response times, often taking up to two hours for a service truck to reach a customer in need. Moreover, the trucks were often ill-equipped to handle the specific service requirements efficiently. In response, my solution blueprint included advanced scheduling optimization capabilities and the integration of a ai powered service detection feature into their mobile app.

The impact was transformative. We not only delivered the core system modernization but also revolutionized their roadside service capabilities. Response times were slashed to under 15 minutes, and the innovative crash detection feature automated the dispatch of service trucks or emergency assistance in crash events, expediting both customer support and claims processes.

This comprehensive solution not only improved operations but also added over $3 million in additional revenue to the engagement. The client was not only pleased with the operational savings but also recognized as a tech innovation leader in their space.

This example underscores my commitment to identifying opportunities that contribute to both client success and revenue growth, a mindset I’ve consistently brought to my roles.”

Question 19

Tell me about a time you failed or made a mistake?

Answer 19

“Of course, reflecting on a past experience, I vividly remember a valuable lesson learned from a challenging situation. In the early stages of my career, I was entrusted with delivering the installation component of a distributed application for one of IBM’s largest clients.

At the outset, I estimated that the design, implementation, and testing would necessitate a 16-week timeline for successful delivery. However, the client expressed a strong desire to align the delivery with other project schedules and requested a 12-week delivery timeframe. Eager to accommodate their needs and maintain a positive client relationship, I agreed to the accelerated timeline, despite having built in a standard buffer of 4 weeks into my initial estimate.

Unfortunately, during the testing phase, unforeseen complications arose due to the complex nature of the distributed installation process. As a result, we encountered delays, and I was unable to meet the client’s expectations until week 16. Understandably, the client was not satisfied with the delay, which created an uncomfortable situation.

Upon reflection, I realized that I should have erred on the side of caution when providing the initial estimate. It became apparent that the client would have been more understanding of a conservative estimate upfront rather than a missed deadline later on. This experience taught me the importance of setting realistic expectations from the outset and factoring in potential complexities.

In a subsequent project with a different client, I applied this lesson by providing an estimated delivery time of 18 weeks, even though I believed it could be completed in 16 weeks. The result was a project that was not only delivered ahead of schedule but also met with client satisfaction. This experience reinforced the significance of managing expectations effectively and ensuring that timelines are not only achievable but also realistic.”

This revised response demonstrates your ability to learn from mistakes, adjust your approach, and prioritize setting accurate expectations with clients.

Question 20

Walk me through an expereince delivering a AI project?

Answer 20

Absolutely, happy to share. For context, i began my career as a college hire at IBM, where I initially worked within the software group.

Eventually, I transitioned to the Strategy and Analytics division of IBM Business Consulting. This period was marked by significant excitement surrounding AI, with IBM’s Watson making headlines for competing in and winning Jeopardy against grandmasters. However, it was an era where the hype often exceeded practical applications. The need for vast amounts of domain-specific data limited the real-world use cases for AI.

Fast forward to the last decade, and specifically the last couple years, and AI has undergone a remarkable evolution.

AI has accelerated awareness and adoption over the last decade and more so in recent years. Virtually every transformational project now incorporates AI as a key element of long-term strategies. In my current role, I focus on the financial services sector, particularly within the insurance industry.

Over the past decade, the insurance sector has been on a journey to modernize core systems, embrace the cloud, and leverage data-driven strategies to achieve a range of goals, including process efficiency, error reduction, cost optimization, enhanced agility, and superior customer experiences.

One of my most recent and significant projects involved training Language Model (LLM) models to address specific use cases for an award-winning data and analytics company in the insurance space. This project was initiated in response to the client’s RFP, which aimed to expand their data capabilities and apply AI to automate underwriting for claims and policy management, all while delivering superior experiences to customers, agents, and employees.
My focus within this project centered on text generation models, which have emerged as a transformative force in the AI landscape. I initiated this project as a Proof of Concept (POC) and subsequently developed it during my spare time. This POC now serves as the foundation for a larger-scale PoC with the data and analytics company.

The project encompassed several critical phases, including extensive data preparation, which accounted for approximately 50% of the effort. We spent four months fine-tuning a model to comprehend basic insurance semantics. Model selection was another pivotal step, with a particular emphasis on open-source models that allowed for commercial use while maintaining data privacy and ownership.

Additionally, I designed the project to incorporate multiple models, each finely tuned for a specific purpose, such as classification and NLP generation (for summarizing policies and generating policy recommendations). The fine-tuning process, prompt tuning, and iterative validation and testing were crucial components of the project.

Furthermore, these models were integrated with rating services and external embeddings to leverage a wealth of additional data sources, including medical and claims records, personal information, financial data, and more. All these elements were seamlessly integrated into a cohesive solution designed to automate underwriting decisions and optimize the entire underwriting process.

As a testament to the project’s success and innovation, the Proof of Concept (PoC) received recognition and was awarded the AI project for a long term. The managing partner expressed immense satisfaction with the outcomes took the time to send a commendatory email to my EVP and other senior leaders, showering high praise on the team’s dedication and my leadership throughout the project.

Question 21

Tell me a time when you articulated a business issue/problem so that all can understand it.

Answer 21

Situation: To provide context, I’ve gained extensive experience over the three decades working for industry-leading companies like IBM and Capgemini, where I’ve consistently delivered innovative solutions. Recently, an exciting opportunity arose when a data and analytics company invited proposals to incorporate AI into their operations, particularly for tackling insurance challenges. This was a chance not only to enhance our consulting reputation but also to demonstrate our leadership in AI. However, the challenge was presenting my proposal to a client review team made up of both tech and business experts, ensuring everyone understood it.

Objective: My main goal was to create a proposal that made AI less complicated. I wanted to bridge the gap between the tech stuff and how it benefits the business. I needed to make sure everyone on the review team, whether they were tech-savvy or not, could get why our solution was a big deal. Additionally, I aimed to explain what AI is, what it can do (and can’t do), and how our solution matched the client’s business goals.

Actions: To tackle this challenge, here’s what I did:

Explaining AI Basics: I started by simplifying what AI is and what it’s not. I cleared up common misunderstandings, like AI being only for the future or completely self-reliant. I used the following analogy:

“Imagine AI in insurance underwriting as a highly skilled detective. Just like a detective gathers clues and evidence to solve a case, AI collects and analyzes a vast amount of data to determine if an insurance policy should be issued, and if so, at what price.

In traditional underwriting, human underwriters manually review a person’s application and various documents, just like detectives would examine a case file. They might spend a lot of time on this, similar to detectives meticulously studying evidence. While they do a great job, it’s time-consuming, and there’s always a chance they might miss something important.

Now, think of AI as our detective’s assistant. It has access to an immense database of information, just like our detective has access to a vast archive of case files and records. When a new insurance application comes in, AI rapidly scans through this treasure trove of data, looking for patterns, red flags, and hidden insights.

For instance, AI can quickly cross-reference an applicant’s data with historical insurance claims, medical records, and even publicly available information like weather reports. It’s like our detective checking if a suspect has a history of similar cases or a record of suspicious activities.

AI doesn’t stop there. It can learn from its investigations. As it reviews more cases, it becomes even more skilled at identifying risk factors and making accurate predictions. It’s akin to our detective gaining experience over time, becoming better at solving cases.

The result? AI-driven underwriting not only speeds up the process but also enhances accuracy. It can identify potential risks or fraudulent claims that a human underwriter might miss. Plus, it ensures fair pricing by assessing each applicant based on their unique circumstances, just as our detective evaluates each case based on its specific details.

So, AI in underwriting is like having a detective’s brilliant assistant who can sift through mountains of data, spot hidden clues, and make precise recommendations, ultimately helping insurance companies make informed decisions faster and more effectively.”

This analogy simplifies AI’s role in insurance underwriting, making it accessible and relatable to non-tech-savvy business leaders.

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Real-Life Examples: I shared real examples of how AI can be used in the insurance industry. These examples showed how AI can make things smoother, improve customer experiences, and help with decision-making.

Being Honest About Limits: Alongside the good stuff, I also talked about where AI has limits. This way, everyone knew what to expect, and we didn’t promise more than AI can deliver.

Showing How It Fits: I carefully explained how our AI solution matched what the client wanted to achieve. I used straightforward methods like drawing pictures and using simple business terms to make this clear.

Making a Strong Business Case: I created a solid business case to show that our AI solution isn’t just a cool idea but something that makes good business sense. This included looking at the market, predicting finances, and showing how the client would benefit.

Result: All these efforts paid off. When I presented the proposal to the client review team, which had both tech and business experts, it went really well:

Everyone Got It: Everyone on the team left the presentation knowing what our AI solution was all about, what it could and couldn’t do, and how it could help.

Aligned Vision: We successfully showed how our tech solution fit perfectly with the client’s business strategy. They could see how it would solve their problems.

No False Promises: By being honest about AI’s limits, we set realistic expectations. The client knew exactly what they were getting into.

Business-Focused Decision: Our simple methods, like drawing diagrams and using everyday business language, made it easy for the client to make a business-focused decision. They could see how our AI solution would bring in real benefits.

As proof of our success, the client awarded us the project. After the review meeting, we got emails from the client’s team, thanking us for making our proposal so easy to understand. This experience showed me how important it is to communicate well in AI projects, especially when dealing with people who have different levels of tech knowledge.

Question 22

Tell me of a time you had to build a high performance team.

Answer 22

Situation: In my role as an Enterprise Architect and Innovations Leader for Capgemini, I was tasked with leading a critical project focused on implementing a core policy system for a client organization. This client was a large and complex entity with multiple Lines of Business (LOBs) and teams operating independently. The project was executed under the Safe Agile methodology.

Objective: The primary objective was to build a high-performance project team capable of navigating through technical complexities, resolving disputes, managing tight schedules, and staying within budget. Additionally, our goal was to take prioritized epics, confirm their business requirements, translate these requirements into user story solutions, and collaborate with leaders, subject matter experts (SMEs), technical, and business stakeholders from multiple LOBs and teams. We aimed to review and gain approval from all stakeholders to move the solution into low-level design. The challenge was to evolve requirements and solutions to meet the needs and constraints of all impacted parties. Lastly, becasue solution definition was a dependency and blocker for low level design and user story implemenat

Actions: To achieve this objective, I took a series of strategic actions:

Team Composition: To ensure success, I undertook meticulous team composition. I assembled a diverse group of individuals, each possessing a unique set of skills and expertise. This team was capable of wearing multiple hats, including architects, full-stack developers, data specialists, and insurance domain experts. This diverse skill set ensured that the team had the necessary expertise to handle various aspects of the project comprehensively.

Leadership and Guidance: I provided strong leadership and clear guidance to the team. I set clear expectations, defined roles and responsibilities, and established a collaborative and results-driven culture.

Communication: Effective communication was at the core of team-building. I facilitated regular team meetings, ensuring that every team member was aware of project goals, progress, and challenges. Open and transparent communication fostered a sense of trust and unity.

Conflict Resolution: Disagreements and conflicts were addressed promptly and constructively. I encouraged team members to express their concerns and viewpoints, and I worked with them to find mutually acceptable solutions.

Skill Development: I identified areas where team members needed additional skills or training and arranged for relevant training sessions. This investment in skill development enhanced the team’s capabilities.

Motivation: Recognizing the significance of the project and the challenges it presented, I motivated the team by emphasizing the importance of their contributions and the potential impact of their work.

Result: Through these actions, the project achieved remarkable outcomes:

High Performance: The project team emerged as a high-performing unit, effectively addressing technical complexities, resolving disputes, and meeting tight deadlines.

Team Cohesion: Open communication and conflict resolution efforts led to a cohesive and collaborative team. Team members supported one another and shared knowledge and expertise.

Successful Delivery: Despite the challenges, the project was delivered on time and within budget, meeting critical milestones and exceeding client expectations.

Client Satisfaction: The client expressed satisfaction with both the project’s progress and outcomes, citing the effectiveness and dedication of the project team.

This experience underscores my ability to build and lead high-performance teams, even in complex and challenging environments. It highlights the importance of effective communication, conflict resolution, skill development, and motivation in achieving project success