Tell Me When Examples Flashcards
When did you have to act quickly with limited data?
High-Stakes Decision: Prioritizing Accuracy Over Speed
Context: Led digital transformation of member communications at Elevance Health. Nearing launch, discovered potential recipient list corruption – 70% confidence in accuracy, but 30% risk of major errors. Delaying launch risked impacting Star Ratings due to missed member actions (e.g., preventative screenings).
Immediate Action:
Assembled cross-functional team for rapid risk assessment.
Weighed consequences of launching with errors vs. delaying critical communications.
Decision & Communication:
Prioritized accuracy and compliance over speed, delaying launch despite Star Ratings risk.
Communicated decision transparently to stakeholders, explaining rationale and emphasizing the importance of data integrity.
Mitigation & Resolution:
Collaborated with teams on revised timeline and interim member engagement strategies.
Implemented manual and automated checks to swiftly validate the list.
Outcome:
Successfully launched digitized communications with accurate recipient data, mitigating compliance and member trust risks.
Established new data validation protocols to prevent future issues.
Key Takeaways:
Calculated Risk Management: Demonstrates ability to make tough decisions under pressure, balancing competing priorities and potential consequences.
Collaboration & Communication: Highlights skills in leading cross-functional teams, ensuring alignment, and transparently communicating critical decisions.
Commitment to Data Integrity: Underscores a strong focus on accuracy, compliance, and building trust with stakeholders.
Problem-Solving & Adaptability: Showcases the ability to pivot quickly, develop contingency plans, and deliver results even when faced with unexpected challenges.
When did you have to get senior leaders to buy-in to your strategic concept?
When did you have to influence executive decisions with data-driven insights?
When did you have to juggle multiple priorities?
At Truepill, my role often required juggling multiple high-stakes priorities across business optimization, client acquisition, and solution development. When our pilot pop-health program’s engagement suddenly dropped, this became a critical issue that threatened revenue and our planned national expansion.
I had to act quickly, but with several other ongoing projects demanding my attention, I needed a clear way to prioritize.
I used a simple framework to guide my decision-making:
Urgency: Given the immediate risk to revenue and expansion, addressing the engagement drop became my top priority.
Impact: Successfully fixing the engagement issue would not only retain a valuable client but also create a powerful success story for our sales team and provide crucial insights to guide future product development.
Alignment: The pop-health program directly supported Truepill’s core mission of expanding access to care, making it essential to the company’s broader goals.
I held weekly prioritization meetings with key stakeholders to reassess and adjust our focus
Leveraged project management tools like Trello and Asana to keep track of progress and deadlines, ensuring that each team member was aligned and aware of their responsibilities.
Using this framework, I focused on quickly identifying and implementing solutions to improve program engagement. By working closely with the care team, we optimized operations and reversed the decline.
The Result:
Engaged Client: The client was pleased with our responsiveness and the positive results, leading to discussions about expanding the program nationally.
Sales Success: The pilot program’s success became a key selling point, demonstrating Truepill’s ability to deliver results.
Product Improvement: The insights gained from addressing the engagement issue directly informed the development of future products, ensuring they were aligned with real customer needs.
T
his experience reinforced the importance of a clear prioritization framework, especially when faced with competing demands. By focusing on urgency, impact, and mission alignment, I made the most impactful decisions for the pilot program’s short-term success and Truepill’s long-term growth.
When did you fail?
Situation:
Led a strategic initiative at Elevance Health to digitize key parts of the member onboarding journey.
Faced significant challenges, resulting in a 3-month launch delay.
Challenge:
Siloed thinking and conflicting goals between product, IT, and business operations teams.
Lack of shared understanding of agile principles and practices.
Communication breakdowns and missed deadlines.
Overemphasis on internal processes, neglecting the member experience.
Failure to capture $1.5M in projected administrative savings due to the delayed start.
Increased member abrasion due to a prolonged and inefficient onboarding process during the delay period.
Action:
Cross-Functional Alignment:
Established a dedicated cross-functional team with representation from all key areas.
Led workshops to educate and align teams on agile values, principles, and methodologies.
Mentored and upskilled a project manager in agile approaches to facilitate smoother execution.
Iterative Development and Member Focus:
Broke down the project into smaller, manageable phases, prioritizing member needs and business value.
Implemented frequent feedback loops with members and stakeholders to validate assumptions and adjust course as needed.
Shifted focus to member-centric design, ensuring the final product delivered a seamless and intuitive onboarding experience.
Transparency and Communication:
Instituted daily stand-ups, bi-weekly sprint reviews, and regular demos to keep all stakeholders informed and engaged.
Encouraged open communication and collaboration to resolve issues quickly and proactively.
Continuous Delivery and Improvement:
Adopted a continuous delivery model, releasing new features and enhancements incrementally.
Used data-driven insights to monitor performance and inform future iterations.
Results:
Successful Launch (Albeit Delayed): Delivered the digitized onboarding journey, despite the initial 3-month setback.
Quantifiable Impact:
20% reduction in average onboarding time once the new process was fully implemented.
15% increase in member satisfaction scores post-launch, indicating improved member experience.
10% decrease in administrative costs associated with enrollment after the first year.
Recouped $500K of the lost administrative savings within the
When did you disagree with a colleague?
Context: At Elevance Health, I led the development of a cross-functional approach to member recovery, designed to address high-impact member issues and protect our Medicare Star ratings. A key challenge was determining which team would own the day-to-day operations of this process. While I advocated for the customer service operations team due to their direct member contact and existing resolution processes, my colleague, the director of customer service, had concerns about their current resource constraints
To overcome this challenge and ensure the most effective member recovery process, I took a multi-pronged, collaborative approach:
Built Understanding:
Engaged in open and transparent discussions with the customer service director.
Actively listened to and acknowledged their resource limitations and concerns.
Explored potential solutions collaboratively.
Building a Coalition:
Proactively engaged with leaders across the organization ; o identify and address their specific needs to support the recovery process (e.g., IT streamlining processes, marketing developing member communications).
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Shared data on the potential impact of system-wide issues on Star ratings and member satisfaction.
Highlighted how a centralized recovery process within customer service could mitigate risks.
Data-Driven Advocacy:
Presented historical data showing customer service’s 15% faster resolution of similar issues.
Emphasized their existing tools and access to member information for a 360-degree view of member interactions.
Securing Resources:
Worked with the stars performance team to secure temporary staff and funding to augment customer service’s capacity.
Phased Implementation and Prioritization:
Implemented the recovery process in phases, gradually increasing customer service’s involvement.
Established a cross-functional steering committee to prioritize escalated cases and minimize burnout risk for customer service.
Result:
This approach fostered a unified front. Customer service, bolstered by the steering committee and resources, successfully managed member recovery.
Key outcomes within three months included:
30% faster member recovery times: Directly tied to improved operational efficiency.
10% higher member satisfaction scores: A quantifiable indicator of member experience improvement.
Stronger cross-functional teamwork: A qualitative benefit that enhances future collaboration.
Alignment with Stars performance goals: A strategic success that reinforces our commitment to quality.Handle Mistakes
Tell me when you had to defend a decision
Situation: At Elevance Health, I led a new member incentive program launch. The long-term vision was a single, unified card for a seamless member experience. However, the previous year’s failed launch and a shortened timeline made immediate card consolidation a high-risk proposition.
Challenge & My Agile Approach:
Recognizing the potential for another costly failure, I championed a phased approach based on agile product management principles. This decision demonstrated my ability as an executive leader to balance long-term strategic goals with short-term risk mitigation.
Data-Driven Justification: Analyzed prior launch data, revealing a 50% failure rate for debit card activations and numerous member complaints. This data was used to quantify the risks of immediate consolidation and advocate for a phased approach.
Structured Communication: Prepared a concise executive summary outlining the data-backed rationale for delaying consolidation. Led meetings with stakeholders, presenting data and highlighting the potential impact on member satisfaction and
Star ratings. Conducted scenario planning to illustrate the benefits of a phased launch.
Collaborative Planning: Worked closely with the product, IT, and vendor teams to create a detailed phased launch plan, incorporating feedback and ensuring alignment. Established clear milestones and success metrics for each phase, allowing for iterative feedback and continuous improvement.
Minimum Viable Product (MVP): Launched the incentive program with a separate Visa/Mastercard as the MVP, allowing us to quickly deliver value to members while minimizing risk. Used the MVP to gather member feedback and identify potential issues before full-scale consolidation.
Iterative Development: Planned for iterative improvements to the program based on member feedback and data analysis. This agile approach allowed us to quickly adapt and optimize the member experience.
Results:
Reduced member complaints by 50%: Compared to the previous year’s launch, demonstrating the effectiveness of the phased approach in mitigating risk and improving member satisfaction.
Increased member satisfaction scores by 20%: This validates the phased rollout’s member-centric focus and iterative improvements.
Achieved a successful launch despite the shortened timeline: We delivered a successful program that met short-term and long-term goals by prioritizing a minimum viable product and adapting based on feedback.
Stronger vendor collaboration: Established a collaborative relationship with the vendor, ensuring alignment and a shared commitment to the program’s success.
