Prompt:
Job Description:
ops-or-gtm

Candidate A Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Postgraduate International Business Management", "endYear": "", "major": "International Business Management", "school": "Hochschule Worms", "startYear": ""}, {"GPA": "", "degree": "Bachelor's Degree", "endYear": "", "major": "Management and Informatics", "school": "Universidad Contemporanea", "startYear": ""}, {"GPA": "", "degree": "Diploma in Digital Marketing", "endYear": "", "major": "Digital Marketing", "school": "Universidad Anahuac", "startYear": ""}, {"GPA": "", "degree": "Diploma in Project Management & Resource Optimization", "endYear": "", "major": "Project Management & Resource Optimization", "school": "ITESM", "startYear": ""}, {"GPA": "", "degree": "Diploma in Strategic Planning", "endYear": "", "major": "Strategic Planning", "school": "Universidad Contemporanea", "startYear": ""}], "projects": [], "publication": [], "skills": ["Commercial Awareness", "Leadership", "Team Building", "New Markets", "Customer Service", "Marketing", "Big Data", "Control Systems", "Systemic Thinking", "Design Thinking", "KPIs", "PMI and Scrum", "Agile", "Business Intelligence", "Sales Process", "Business Development", "GSuite", "CRM", "Zoho", "Hubspot", "Salesforce", "Pipedrive", "Adobe Suite", "Asana", "Kitchen Hub", "Uber Eat", "Door Dash", "Grub Hub", "Loop", "Whimsical", "InVision", "Apollo.io", "SendGrid", "Microsoft Teams", "Gemini", "Chat GPT"], "workExperience": [{"company": "Optability", "description": "rove sales of BPM consulting services, exceeding targets through client engagement and needs assessments. Conducted market research to identify new business opportunities in process improvement and digital transformation. Developed and executed strategies to target and acquire clients for BPM consulting engagements.", "endYear": "2024", "location": {"city": "", "country": "Canada"}, "role": "BPM Sales Specialist", "startYear": "2024"}, {"company": "Trivr Eats", "description": "Responsible for the successful launch of virtual brands for partners. Works continuously to optimize and improve sales performance. Understands the restaurant business, including strategic goals and long-term growth plans. Leads initiatives for customer growth and customized marketing plans. Provides general updates on the markets for partners (sales and operations).", "endYear": "2023", "location": {"city": "", "country": "USA"}, "role": "Customer Success Manager", "startYear": "2023"}, {"company": "Adventureza", "description": "Drove exponential growth through relentless prospecting, creating sales methodologies, and strategic analysis, while forging unbreakable client relationships. Implemented a performance monitoring system that tracked individual and team sales metrics, resulting in a 15% increase in average sales performance.", "endYear": "2023", "location": {"city": "", "country": "Mexico"}, "role": "Sales Manager", "startYear": "2021"}, {"company": "Grupo Hai", "description": "Sales strategies, business model, prospecting, supervision, team building, go-to-market plan, key accounts manager. Data analysis, creation of dashboards, organization of KPIs. Business Intelligence. Use of PMI and Scrum methodology.", "endYear": "2020", "location": {"city": "Queretaro", "country": "Mexico"}, "role": "Commercial Manager", "startYear": "2018"}, {"company": "Grupo Nutec", "description": "Streamlined international logistics operations, optimizing supply chain processes and reducing shipping costs by 10% while ensuring timely delivery to critical accounts. Implemented a business intelligence department leading a team of 2 analysts to deliver actionable insights.", "endYear": "2018", "location": {"city": "Queretaro", "country": "Mexico"}, "role": "Key Account Manager", "startYear": "2016"}, {"company": "CEA", "description": "Strategic planning, management, and operation. Implementation of financial, material, and human resources. Managing budgets of MXP $ 400,000,000. Collect past-due loans, and evaluate results and objectives. KPIs. Use of PMI methodology.", "endYear": "2015", "location": {"city": "Queretaro", "country": "Mexico"}, "role": "Director of Administrations", "startYear": "2012"}]}, "status": "success"}

Candidate B Resume:
{"data": {"awards": [], "certifications": [], "education": [{"GPA": "", "degree": "Master of Business Administration", "endYear": "2023", "major": "", "school": "Stephen M. Ross School of Business, University of Michigan", "startYear": ""}, {"GPA": "", "degree": "Bachelor of Science & Engineering", "endYear": "2015", "major": "Materials Science & Engineering", "school": "College of Engineering, University of Michigan", "startYear": ""}], "projects": [], "publication": [], "skills": ["PitchBook", "Affinity", "S&P Capital IQ", "Crunchbase", "Tegus", "Angel Investing", "Pantry.AI", "Booksy", "Keen Home", "Entrepreneurship & Venture Capital Club", "EliteMD Track"], "workExperience": [{"company": "Brewer Lane Ventures", "description": "Provided diligence support on active investment opportunities by: meeting with founders, reviewing data rooms, conducting market sizing analysis and leading industry expert calls. Conducted technology ecosystem research to support portfolio analysis and advance firm's thematic investing approach as it related to company selection and valuation deal terms.", "endYear": "2024", "location": {"city": "Boston", "country": "USA"}, "role": "Investment Associate (Contract Role)", "startYear": "2023"}, {"company": "IVP", "description": "Conducted interviews and expert calls with founders, investors, and limited partners to gain insight into technology investment landscape in APAC region. Sourced investment opportunities in APAC region to expand firm thesis and inform future investment strategy; presented final recommendation to full investment team. Created regional consumer market maps to identify customer growth opportunities.", "endYear": "2022", "location": {"city": "San Francisco", "country": "USA"}, "role": "Research Investment Intern", "startYear": "2022"}, {"company": "Next Play Capital", "description": "Attended limited partner fundraising meetings, founder meetings and investment committee meetings to assess company/fund progression and identify investment targets. Presented industry overview and recommendation for investments to firm partners in emerging industries/geographies to expand the company investment thesis.", "endYear": "2022", "location": {"city": "Redwood City", "country": "USA"}, "role": "MBA Investment Associate", "startYear": "2021"}, {"company": "Capgemini", "description": "Managed successful 7-figure global B2B e-commerce, service, and integration proposal through scoping and timeline definition, resource and financial planning, negotiation of payment milestones and authoring of statement of work. Led two cross-functional technical and business workstreams; driving $9M of value realization. Executed go-to-market strategy for wireless diabetes sensor that grossed $3M/week through commerce platform; elevated client to #1 diabetes care company in Europe by market share resulting in 34% YoY growth. Implemented product pricing and reorganization strategy for major energy company that rolled out to North America, Europe, and Asia to recreate customer experience and ease of product analytics tracking; allowed for 30% reduction in pricing analysis.", "endYear": "2021", "location": {"city": "Chicago", "country": "USA"}, "role": "Consultant | Senior Consultant | Manager", "startYear": "2015"}]}, "status": "success"}

Candidate A Transcript:
{'pairs': [['Interviewer: Hello and welcome to the AI interview! This interview will consist of basic questions about your background as well as some high-level questions about the skills you listed on your application. Ensure that you minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to start the interview? \n', "Interviewee: Yes. I'm ready.\n\n"], ["Interviewer: Great! I see from your resume that you've had experience with both project management and business intelligence. Can you walk me through a specific project where you successfully integrated business intelligence solutions within a project management framework? What were the key challenges you faced and how did you overcome them? \n\n", "Interviewee: Well, when I was working for a start up called Aventura, I used business intelligence, to create the sales structure, how business intelligence Well, we we needed to to look and to search, little of data So I used some tools to, develop a system where we create a pipeline pipe, yeah, pipe drive where we have pipelines. That structure help us to create basically the go to market plan where we qualify with all this information and and if you need and clean this cleaning this information. With, with, forgot to go to market plan. Sorry. And having this this go to market plan, we can reach, this up okay. This app and, well, all the project, right, of Aventuraza. At this at at the same time, I needed to control all of the workflows for this project because, basically, I was the leader, but I have people, searching, for the information for my prospects of future clients. So I most control every aspect of, the tasks, and I I break task I kind of did a sprint, so I did a mixture between, between, some methodologies of project management So we create a backlog, we did springs, where at the end of the day, we needed control. So using Asana, we have this project manager control. Project management control. So that is why I can consider that business intelligence to create the business and project manager to project management to, control all the tasks to be on time with the project, and that's it.\n\n"], ["Interviewer: That's a comprehensive approach to integrating business intelligence and project management. Can you elaborate on the specific business intelligence tools you used to develop the pipeline structure in Pipedrive? Additionally, how did you measure the effectiveness of this integrated system in terms of sales performance and project delivery? \n\n", "Interviewee: Okay. So, basically, as we were in a start up and we have no money, all the all the tools that we use to clean up the data, to qualify data, and yes, basically, to have a nice set of data. Was, made by Google Sheets. Right? It was with let's say, that it was, like, we were creating our ideal software Right? But with the resources that we had, not spending money, being ingenious, to create this, tool but using mainly spreadsheets from Google. That that was it, how how how we did it. And you repeat the second question, please?\n\n"], ["Interviewer: It's impressive how you leveraged Google Sheets for such a critical aspect of your project. My second question was about how you measured the effectiveness of this integrated system. Specifically, what key performance indicators (KPIs) did you track to ensure that the pipeline structure and project management approach were driving sales and project completion in the desired direction? \n\n", "Interviewee: Yeah. Certainly. So, basically, with this Google Sheet solution that we created. I created as well a dashboard. Right? This dashboard can be able to measure all the activities for 2 departments. The first one was for sales, and the second one was account manager. Right? Because I was in charge of both departments. So area. Sorry. So, basically, for sales, I created this dashboard, as we were in an earlier stage of launching and of the go to market plan. I used to measure everything. From, number of calls, number of effective calls, number of approaches during the day, during the week, during the month. So the first KPI that I created well, that I used was number of calls versus effective calls just to have a rate. Right? Or effective effectiveness effectiveness rate. Of our calls. And having that, we start creating a an an improving and and our features start improving and evolving to have a a a better approach. Right? Because we were doing that in all the processing, cold calling or with with one call, 2 calls, 3 calls, when the prospect accepted. And we sync when we when sign up. So, basically, I I use it like that. To measure that and with account manager was account management was almost the same, but the KPI was okay. So, I used to met I I used to my metric my main metric was how many calls are you receiving, how many calls are finding a solution? So let's say so receive calls against solutions made. So those were my basic metrics during that project in Alenduriza's start. That's it.\n\n"], ['Interviewer: The way you defined and tracked KPIs for both sales and account management is quite insightful. Shifting focus a bit to your experience with project management methodologies, you mentioned using a mix of methodologies. Can you elaborate on the specific aspects of both PMI and Scrum that you found most valuable in the context of your project at Aventura? How did you tailor these methodologies to suit the startup environment and the nature of your projects? \n\n', "Interviewee: So, basically, I needed to make a make sure because, as I told you, the resources were not as big as we wanted. The money resources and obviously the human resource. Right? So I was in charge of 2 areas, but my stakeholders were, for instance, the project management area. And, development team were were my stakeholders. And as I was talking to the prospects and clients, I must gave that information, that feedback, and that insights to them. So in Aventura, we created this material methodology. We had, some aspects from scrum, to break tasks. Right? We have a a backlog, We have from the PM, PMP methodology, we have briefs. Why? Because we wanted all to understand the basic concepts So we have this brief of every, project that we needed to be, working with. As as as a unit, as a business unit, not not not as, different or independent business units. And we we, as as I was involved with, a developer development process, I needed to understand how was the sprints the the waterfall methodology. So basically, we took several, elements as you can as you can hear. From different methodologies to create our own, and we add a that to, Asana that was the tool that we were used to to to to that that we use. Sorry. And as well, the communication is very important in those stages early stages So we use, for that Slack. We use Envision. Well, Slack for the communication, and, you know, we can open threads and we can go directly depending on the topic to give some, follow ups. We we use as well Invisio to get to see the dummies or of of the app. Right? How, how it it it it, how was, evolving the the deliveries from every model model of the app. And, last but not least, we, used to to I don't remember in this moment the name of the tool, for that but that tool was work for workflows. Because that was so important for us. Just take a look through the workflows and try to understand that and look for improvements. On those workloads. But I be honest, I can't remember the name of of that tool. I can look for it right now, but, or after the interview, and I can give you guys a follow-up. About that, too. That's it.\n\n"], ["Interviewer: The way you combined elements from different methodologies to suit your specific needs at Aventura is quite innovative. Given your experience with these methodologies and the tools you mentioned, how did you ensure that the project team remained aligned and focused on the project's goals, especially with the dynamic nature of a startup environment? What were some of the key communication and collaboration strategies you found most effective in this context? \n\n", "Interviewee: You just said it. The communication is basic and essential for the success of a project. And, understanding as well the backgrounds of every member of the teams is important. Right? Empowering the decisions be clear on the tasks, and be clear on the concepts. That is why for me, the best tool and in my experience, the tool that always help that with with that, it's having a brief of the project a clear, concise brief, where we, in the first two sheets, we, understand what is the objective of the of the task or or even the project. We understand that, how how far we want to go with it. What are the resources we want to know, having a a timeline. It's so important always. To this brief to consider to consider that, to have a timeline. And last but not but not least, perhaps the this could be the the first the first point of this. The most important is aligning the concepts. Right? Because for some person,\n\n"], ['Interviewer: Given the critical role of clear communication and alignment on project goals, how did you handle situations where team members had differing interpretations of the project brief or objectives? Can you describe a specific instance where this misalignment occurred and the steps you took to realign the team and ensure everyone was on the same page? \n\n', "Interviewee: Aligning the concepts. I mean, in the brief, just having, like, a glossary of of aligning the concepts that would be that would do it in my experience. And, the most of the times when I found this, misalignment was when we get somebody new into the team or when a leader just said, okay. So you know what? I don't have time for this, so my right hand is going to with this. That's one that's another thing. You know? Leaders need to be involved. As far as they can, as far as they can understand or with the time that's far as they can because of the times. But they're we need always a person of every area to be involved all the time with the project and reporting to those superiors. Otherwise, the communication, it's going to be a problem.\n\n"], ["Interviewer: It's clear that involving key stakeholders and maintaining consistent communication channels are crucial for project success. Shifting focus a bit to your experience with commercial awareness, can you provide an example of how your understanding of market trends and client needs directly influenced a strategic decision you made, either in a sales role or in a project management capacity? What was the outcome of that decision? \n\n", 'Interviewee: Yeah. When when as I mentioned, I created a go to market plan for this startup. My commercial awareness came when using that that data that we collect from this tool that we created,\n\n'], ['Interviewer: Given the importance of data-driven decision-making in your strategic approach, how did you ensure the accuracy and relevance of the data you collected and analyzed for the go-to-market plan? Can you describe the process of data validation and the tools or methodologies you used to maintain data integrity? \n\n', "Interviewee: analyzing this data I I I qualified every every prospect depending on the data. We obtain the data from social network and from cold calling. So we have direct access to the this data because we, we check that data with the person that we're creating the businesses. Right? So for me, it was so important just to have this data clear this data updated. And as having that, we qualify the prospects We gave them a number depending on the data that we obtained, free surprises, locations, services, and different data. Right? If They got social network and all the tools that we use were we're maintaining or or were developed by my sales crew because they were researching everything. In these early stages, for me, it's so difficult just to put, an an AI to understand the data because as we were creating this startup, first of all, I want to to understand all the data, the market, and the trends. And afterwards, perhaps use another, AI, to help me, creating dashboards or predicting some trends with the historical information. That's for me my answer.\n\n"], ['Interviewer: Given the reliance on manual data collection and analysis in the early stages of your startup, how do you envision the integration of AI or machine learning technologies to enhance your data analysis processes in the future? Can you provide some insights into the specific aspects of data analysis or decision-making that you believe AI could significantly improve within your sales and project management workflows? \n\n', "Interviewee: Yeah. I mean, in my go to market plan, I definitely organize, and and I I have a a a visualization. Of having an AI or customer service, even for sales. You know? It it it is important. How am I going to do that? Just comprehending the data or showing to the intelligence how to talk to the clients, how programming the tone of the company and, trying to teach the intelligence how to make sales upsells and define if, some, client needed needs depending on historical information, obviously. Need a new solution or just to strong I mean, not strong. Needed to verify the actual solution that you're using. So that is why, I I really think that artificial intelligence will help us to do that for salespeople, and we will have more and more and more time to deal with another, another daily basis problems. But, basically, yeah, I totally imagine AI helping sales departments, sales areas, and account management work.\n\n"], ['Interviewer: Given your vision for AI in sales and account management, how do you plan to address the potential challenges of AI implementation, such as ensuring ethical use of AI in customer interactions and maintaining the human touch in sales processes? Can you outline some strategies you believe will be crucial in overcoming these challenges while leveraging the benefits of AI in your workflows? \n\n', 'Interviewee: Definitely, the politics the politics, the terms and conditions of the company align those, terms and conditions of use to the philosophy of the company, always trying to protect our customers and our customers as well and the company. By teaching this since the first moment to their artificial intelligence to be ethical and to be aligned with the philosophy of the company and, good practices. In my experience, I think that we can have success, to adapt technology in an ethical way to a company, not just the sales or a company management tool of the company.\n\n'], ['Interviewer: Thanks for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. Please click the end interview button to end the interview.', 'Interviewee:']]}

Candidate B Transcript:
{'pairs': [['Interviewer: Welcome to the AI interview! This interview will consist of questions about your resume and a case study style question to assess your technical skills. Minimize long pauses during your responses, otherwise you may be cut off prematurely. Are you ready to begin the interview?\n', 'Interviewee: Yes. \n'], ["Interviewer: In managing the 7-figure global B2B e-commerce project, what were some of the key challenges you faced, and how did you overcome them?Could you provide a bit more detail on your role in leading the two cross-functional technical and business workstreams for the international connector manufacturer?During your time at IVP, what specific strategies or methodologies did you use to source investment opportunities in the APAC region?Can you give an example of an insight or piece of data you gathered from your expert calls and how it influenced IVP's investment strategy?Which of the technical tools, such as PitchBook, Affinity, or S&P Capital IQ, did you find most valuable in your role as a Research Investment Intern, and why?\n", "Interviewee: So there were a few questions there. For the first question, I found that the most difficult portion of that project was needing to be able to actually get alignment from a bunch of different teams. So there was the development team that was handling the front end. So we were working on AEM. In that regard. The back end team that was actually working with the commerce system, which was Magento at the time, There was a concurrent services implementation, so there was so for service cloud that was being implemented as well as a microservice team that was working with kind of microservices that needed to be built up, and MuleSoft was handling the integration between all of those different systems, and that was in the middle of of a transition as well. So for my role, it was required that I had quite a bit of input in terms of being able to make sure that all of those teams were aligned in terms of features that needed to be built. So I was quite client facing in that regard. But then making sure that all of the requirements and all of the build was was working concurrently because all of the teams effectively had to move in lockstep. Regarding the second question, with the Team for the connector company. That one was difficult because it actually was a project that started in the February of 2020 before COVID hit. Then it lit up. Being scoped to, to do the same delivery over the same period of time. During the March of 2020 lockdowns. That was a bit difficult because, again, it was a global rollout. So we had our initial meetings where the team from Europe was actually there on Thursday, then by Friday, they all had to fly back. So we had to finish up our our kickoff without the European team. The Asian team was was not allowed to travel at all because of some of the mandates, and so we ended up being completely remote. And just being able to ask questions as quickly as we had initially as we had initially thought ended up being a little bit more difficult. With that one, it was a Commerce Cloud integration. MuleSoft as well as as well as or implementation rather, as well as Services Cloud. And because it was a company that had a lot of international clients, they had quite a bit of Quite a few mandates that we needed to keep up with on an international basis. Things like conflict minerals or or hazardous materials, So the number of case types that they were using was was quite large. As far as what we actually needed to account for. And so the workflows of all those different case types ended up adding to the complexity of that role. I believe the third question was related to my research experience when I was looking at companies in the APAC region. So a big part about this, what I noticed when it came time to speaking to startups was actually having a chance to Speak directly to the individuals that were on the ground. Given that our VP is a growth stage firm, a big part of what we actually were doing, we're trying to identify who the earlier stage firms were in the area. That would have a better visibility and kind of the ability to play closer to the net Then we would. Given that companies had to hit specific metrics before they became of interest, but being able to build those relationships from the beginning was huge. So I spent quite a bit of time on LinkedIn. I was doing a lot of cold prospecting I started relatively close. So the firms that I had had an opportunity to work with, I would go and speak to those individuals and ask if they knew investors that were in the area. So through those types of those types of introductions, I was then able to get quite a bit of a build up quite a bit of a network for individuals who are in that space So that the cold emailing combined with kind of expanding the current network allowed me to get a decent amount of input from both founders and investors that were in the space and actually still keep in touch with a few of them today. So that's been a really helpful growth experience. The next question asked about the the Capital IQ pitch book, and pitch book, tools and affinity that I've used. So I've actually found helpful. I use it the most frequently. And that's actually been really helpful for all types of of different experiences. I think one of the biggest ones was when I was actually in school. I used quite a bit because it allowed me to go and identify individuals and find out how to get in contact with them. A big part of what I was doing when I was there, I was the president of our entrepreneurship and venture capital club, so I needed to be able to source speakers. And being able identify people's names and then get their email addresses based off of Facebook information was really helpful. With Capital IQ, I found that it was actually the most helpful when I needed to do diligence for comps in terms of what I would be able to use as far as best case scenarios. If you will, for for outcomes. So being able to get the the data from public companies as far as what rounds were they trading at, what were the multiples as far as what the revenue to, valuation multiple would be at each respective realm so we could get a little bit of visibility into what it would look like all the way up until an IPO for a for an early stage company that we're looking at. Just kinda compare that to what the the current outcome was with with a company that had already kind of seen that success within a similar sector. In the same space. I believe those were all the questions. \n"], ["Interviewer: Thank you for the detailed responses. Let's dive into a case study scenario relevant to your experience. Imagine you are tasked with leading a project to integrate an e-commerce platform with a CRM system for a global electronics manufacturer. The systems involved include Salesforce Commerce Cloud, MuleSoft for integration, and a customer data platform. How would you approach designing the solution architecture for this integration? What potential challenges or constraints do you foresee in executing this project successfully?\n", "Interviewee: So as far as the design is concerned, I've never actually been on this solution architecture side. Most of what I under or most of what I worked with rather was really understanding the way that the business worked and then seeing how the system would effectively be able to extend to handle what they, what they were already working with and what the to b process could be like. Given what was just described, the MuleSoft team integration team would actually have to be involved in every single aspect. Given that MuleSoft is native to Salesforce. That is a little bit more helpful, but the fact that there's a Commerce Cloud portion as well as a customer data management system, there would be some need to make sure there would be a need rather to make sure that the data mapping is is really critical. So from the commerce perspective, I think that let's start with understanding exactly the the end state needs to look like, what the customer's experience actually needs to be within that commerce section. I think there's a difference between b to c commerce and b to b commerce. Far as what that experience typically looks like or has looked like in terms of the the projects that I've been a part of. And so making sure that that is very clear and making sure that the business is is involved in that from the beginning, I think, would be paramount. To that point, I would also make sure that the integration team is along for the ride. Because I found that what actually usually happens is when the integration team doesn't have good visibility into what the end process needs to actually look like, not only can they not suggest the best way to go about handling the integrations They actually need to be taught kind of a second time. Basically, what all the systems would be doing because they sit in the middle and they wouldn't have access to to the endpoints in terms of the beginning and the end. As far as the data management system, That would be more or less static in terms of the way that it has already been built. And so I would say that just a very, very good base level of understanding is, is the way that that needs to go. I think that in terms of actually getting the team together, there needs to be a champion from that side because typically, I found that those types of systems are run by 1 or 2 individuals who just have all of the information. And, being able to being able to proceed without them isn't really something that I've seen done successfully. So making sure that they are involved from the beginning all the way through the entire process would be paramount. And that that's more or less how we design it. In terms of challenges, I think the schedules would line up. I think what I've laid out are quite a few dependencies you know, the MuleSoft team or the integration team needing to get a lot of visibility from both the business side business side needing to understand where exactly that data is coming from, what form it's coming from to make sure that the mapping takes place, and then being able to explain that experience well And with these dependencies, what ends up happening is iteration actually ends up moving a little bit more slowly from what I've experienced. So if the experience for the customer the end customer, is not very, very clearly laid out or understood, in the beginning, which tends to be the case with some of the clients that I've had. Then a big portion of what we actually spent our time on was really iterating and trying to make changes on the fly. As far as challenges, this one is not necessarily one that The integration team would be dealing with, but I've had a bit of experience with this one as well where the way that the project is sold, the commercial side then begins to have implications as far as how the actual work is being done. So say for instance, it's something like a fixed bid versus the time of materials, if the amount of money that has already been spent on the project is more or less fixed and things like chain orders have to come into play, it really just messes with the speed of of execution and delivery there, and, and then it starts to get a little bit contentious because each side has their own their own things that they're trying to to vie for. So the incentives get a little bit misaligned. So I feel like that would be of the challenges is to make sure that it sound both on the dependency side, but also on the commercial side of the project. \n"], ['Interviewer: Great insights on the solution architecture and challenges. What would be the key steps or milestones in implementing this integration project from start to finish? How would you prioritize these steps to ensure a smooth execution?\n', "Interviewee: Yeah. So as far as key steps, I would say the initial phases where it's actually being sold are huge because it needs to be scoped correctly. Being able to understand what personnel is actually required as far as what the timelines would look like and what the actual work that needs to be completed Would be excuse me, Would be paramount. So that would say I would say that would definitely be the first phase Once all of that has been decided and there's a good method of working that has actually been established, The next step, I think, would then be kind of the blueprinting. So really getting somebody who has a good functional and business skills to partner with someone who has very sound technical skills on the implementation team. To go in and take a look at what already exists there. This was a big part of what I used to have to do where I would go in and really just get a good understanding of how the business actually functioned, kind of in the as is. So the 2 b section and the 2 b way that things would be handled you could take a little bit of time as you're figuring it out, but really, really sound understanding of what all actually exists within the current day process and what all the actual workers within the company are doing is is really, really required. So I would say that that blueprint phase that needs to be kind of accounted for needs to be thought of really well and really soundly. The reason why is because now you want to start to establish some level of expertise on your own team. So there needs to be an individual who has a good enough understanding of the business where there will still be questions. They can build up rapport with the customer and all of that. But big portion of their job now is to effectively act as the quote unquote wealth of knowledge within that implementation team. So for questions that exist, they would be coming to somebody who's in that role. They would effectively be, like, a kind of a functional lead in that capacity. And it really helps if you are coupled with somebody who has that level of technical expertise because then they can expect they can give they can set expectations rather as far as letting individuals know what is possible. \n"], ['Interviewer: In terms of potential trade-offs or compromises that may be needed during this e-commerce and CRM integration, what are some that you foresee? How would you manage these trade-offs to maintain project momentum?\n', "Interviewee: Yeah. So a good example of a trade off that I've actually seen in real time is the difference between potentially having live updates versus something like batch updates. And so this would be a good example of a trade off in terms of because it will really come down to what the customer experience needs to be And Really, what product it is that you're selling that needs to kinda hinge on that customer experience. An example is for a larger b to b connector company, they could afford to do batch updates that only updated every hours. It wouldn't get in the way of their business because these are larger enterprises that are expecting these connectors and cables and electronic parts. They could afford to have their inventory updated on a daily basis And if they actually if their inventory management system wasn't 100% up to date, that would be fine because a lot of what they had at actually established were, for enterprise level contracts. And so being able to go and build to capacity wasn't an issue at all. A second example where that trade off would be would need to be a live update as far as something like inventory or being able to make sure the customer experience, they have a really, really granular view of what's actually taking place is when I was working with a firm that was doing wireless glucose monitors. That is something that is, a, it's a health care item. So individuals' lives are are hinging on it. And then, b, it's also primarily consumer facing, which is what we were seeing. And so people are a little bit more impatient than, than companies are. And naturally, we've been conditioned to be that way, so it's expect So the customer experience needs to be able to to take that into account. Things like live updates are extremely necessary, an up to date inventory management system is also extremely necessary because a customer who's expecting good, especially health care good at a certain time, doesn't necessarily have the the ability to wait And so you don't want to be in a situation where that customer's experience is now a, making them lose trust in the company, b, negatively impacting their life in a way that health care Component's good. So I would say that's an example of a trade off, something like speed. Of delivery and visibility within, order shipment statuses. Would be an example of the trade off. That potentially could happen with with a project like this. \n"], ['Interviewer: Thank you for outlining those trade-offs. Can you also discuss potential opportunities for future enhancements or expansions once the initial integration project is successfully implemented? What steps would you recommend taking to ensure these enhancements are future-proof?\n', "Interviewee: Yeah. So this is, good question. I think a lot of what I've seen as far as expansion and and potential enhancements really relate to the way that the customer goes through the ordering process. I found that that kinda coupled with customer service, like, a really tight customer service to ordering loop has a lot of what we ended up doing that ended up actually helping quite a bit from an enhancement standpoint. So say for instance, a customer only has the ability to order via web. Still the most common way that individuals are going and handling some of these orders, especially if we're looking at the kind of b to b space, especially in electronics. And then if you're looking at health care items, that's completely fine and completely normal. However, a big part of what we were scoping for the next enhancement was the mobile integration. So being able to get people access to these goods via their phone, so it's a much more convenient ordering process That's an example of something that I think would be a huge enhancement that would allow individuals to especially kind of on the b to c side, it would allow them to more naturally indoctrinate this type of work into their, their typical workflow. I think that that's a very important enhancement both from a customer experience side but also from a system side. So in terms of what I believe would be need needed to take into account or would need to be taken to account rather, Just to make sure that this exists is something that has a mobile application building able making sure that you're building your page to be responsive Regardless of what form or what medium you're going through, Being able to handle your testing on your different on your different with your site, your application, your different modalities, I guess. Is a is a good way to put that into take that into consideration. And then making sure that your application's experience and your web experience are seamless between the two. And so if I'm somebody who goes to an application for a website that I typically approach, and go to. I don't like when one seems like it's completely, like, different from the other. I think that the experience should be a uniform one when it goes from let's say, mobile to web. And so making sure that that that's taken into account When, when the initial implementation is being done, as far as enhancements are concerned. My concern. \n"], ['Interviewer: Thank you for sharing your insights and experiences. Given the complexity of such integration projects, how would you ensure effective communication and collaboration across cross-functional teams globally, especially considering different time zones and potential remote work scenarios?\n', "Interviewee: So a big portion of what we actually ended up doing we had core members of each team Colocate. On a fairly regular basis. That way, there would be an e an easy exchange of information. But we did have developers that were based all over from China to India to Belgium and then the US. There is a bit of like, a sacrifice that's required, just to make sure that everybody can at least have some working hours that are synchronous because some of those things do need to take place. But I really think it comes down to the personnel. The leader of each individual Like I mentioned, there was a front end team, there was an integration team, back end team, etcetera. For one of these projects. Those individuals, each one needs to have, like, a very, very clear understanding of what their individual group is required to to provide I think the biggest mentality shift that was required in order for us to be able to successfully deliver this was yes, getting your own work was done, but everybody's, like, active first goal needs to make sure that they are not blocking anybody else, with teams with this highest this high level of dependency given their their complexity. When a team lead was no longer working to unblock everybody else, it became very, very apparent So that ended up having cascading effects as far as slowing things down. I would say as far as communication is concerned, yes, we did have a Slack channel, and so making sure everybody is utilizing that actually is aware of the fact that they need to understand very, very very, very minutely what they are doing and how that implements or impacts the full project. But then the last part is really just making sure that the mentality is is correct as far as everybody understands that, yes, this is the But But your primary goal is to make sure that you are not blocking anybody else on the team at all times. And so if there's work that needs to be done as far as a feature build that's independent and there's work that needs to be done in terms of unblocking, unblocking needs to be be the priority, and that needs to be communicated just very, very clearly and very often to \n"], ['Interviewer: Thank you for taking the time to interview with us! The time allotted for our interview has come to an end. We will reach out to you with next steps shortly. 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