Candidatei-me por indicação de um funcionário. Fui entrevistado pela Uber (San Francisco, CA) em abr. de 2017
Entrevista
I was referred by someone at Uber. The process moved pretty fast however I took my time to schedule the final interview. Screening, PM project, pre-interview videos/evaluation about ethics/culture-check, final round followed by exec meeting.
Perguntas de entrevista [1]
Pergunta 1
Questions were focused on
- how to improve favorite product,
- metrics (leading and trailing)
- about the product assignment.
- optimization function examples for trade off decisions
- past experience
- how do you resolve issues with architects/engineers
- how do you lead engineers w/ examples
The interviewers were very professional (surprised at some other comments or maybe I was lucky ).
Fiz uma entrevista na empresa Uber (San Francisco, CA).
Entrevista
Recruiter screen, Hiring Manager Screen, Homework, Presentation/Jam session, 1:1 xFN Technical Screening. The Hiring Manager screen was very light on the behavioral and mostly setting the context of the role and the team. The Homework was rather long and was not adequately scoped to cover what should be managed in a 1 hour Jam Session. 2 PM Directors did not read the homework ahead of time so much time is wasted going over clarifications or fielding questions already answered later in the deck. Unlike previous Jam sessions in the 2010s, the hosts did not work at all with the candidate on the problem space or solution space or even tried to pivot the thinking. Beware that Uber seems to be looking for a few solutions in particular now in cases as opposed to vetting the actual process and design and strategy thinking. They will also deduct points if you do not provide a wireframe even though it was not disclosed in the prompt that they need visual learning aids.
Perguntas de entrevista [1]
Pergunta 1
Discuss the problems relevant to this situation across Riders/Drivers, and discuss the impact to economics and ideate through solutions for both Rider/Drivers and the Ops team, and discuss success metrics/definition.
Phone screen, hiring manager screen, on site. Process does a poor job assessing skills needed for GPM role. Questions barely touched on leadership and team management. Most time from hiring managers went to describing the market problem and their team.
