Question 1: "How do you organize your time when dealing with multiple tight
deadlines?"
(S) Situation:
At Rocketmat, there was a period when I was involved in three projects simultaneously:
developing a predictive model for recruitment optimization, maintaining a data pipeline, and
preparing a strategic report for stakeholders. Each project had tight deadlines and required a lot
of attention, and I quickly realized that trying to do everything at once was overwhelming and
slowing my progress.
(T) Task:
I needed to prioritize tasks efficiently without compromising quality and ensure that all
deliveries were completed on time. Additionally, I had to manage communication with different
teams to keep everyone aligned.
(A) Action:
After recognizing the need for better time management, I implemented a few strategies:
• Reassessed all deadlines using the Eisenhower Matrix, distinguishing between urgent and
important tasks to focus on what truly mattered.
• Structured my workflow in Trello, breaking down large tasks into smaller steps, which
helped me track progress without feeling overwhelmed.
• Blocked dedicated time slots for each project, minimizing interruptions and maintaining
high productivity.
• Aligned expectations with the team, ensuring everyone understood which tasks were a
priority and which could be adjusted if necessary.
(R) Result:
With this approach, I successfully delivered all three projects on time without compromising
quality. More importantly, I realized that effective time management isn’t just about productivity;
it's about prioritizing and structuring demands to avoid unnecessary stress. Since then, this
system has become a core part of my workflow, helping me handle high-demand situations more
smoothly.
Question 2: "Have you ever had to deal with unexpected changes in a project?
How did you adapt?"
(S) Situation:
At Serasa Experian, I was working on a credit risk analysis model that already incorporated ESG
(Environmental, Social, and Governance) criteria. The project was progressing well when there
was a change in environmental legislation in Brazil, requiring companies in the agricultural and
timber industries to report more detailed data on their impact on native forests.
This change directly affected our model because some of the ESG metrics we were using needed
to be reformulated to ensure the risk analysis remained accurate and compliant with the new legal
requirements.
(T) Task:
We needed to quickly adapt the model without delaying the project or losing client trust.
Additionally, since the change impacted multiple teams, it was crucial to ensure effective alignment
among all stakeholders.
(A) Action:
Given the situation, the first thing I did was organize an urgent meeting with stakeholders, the
technical team, and ESG specialists. During this discussion:
• I actively listened to the concerns of the compliance team and environmental experts to
understand what needed to be adjusted.
• I explained the limitations of our current model and proposed adjustments, ensuring
that the new ESG metrics could be integrated without compromising performance.
• I reorganized project priorities using the Eisenhower Matrix, focusing first on critical
changes while postponing less urgent adjustments.
• I maintained continuous communication with all involved parties, ensuring that no one
was caught off guard and that decisions were made collaboratively.
(R) Result:
We successfully updated the model within the deadline, ensuring compliance with the new
legislation without affecting risk assessment accuracy. More importantly, this experience reinforced
the value of proactive communication and continuous alignment during change management,
as these processes ensured a smooth transition without unnecessary friction among teams.
Question 3: "Tell me about a mistake or failure you made at work. What did you
learn from it?"
(S) Situation:
At Ambev, I had the opportunity to lead two colleagues in a strategic project. I wanted to ensure
everything ran smoothly and that we delivered high-quality results. However, my manager noticed
something unusual: whenever my colleagues had to present their work, they lacked confidence
and relied heavily on me to justify their decisions.
That’s when my manager called me in for a conversation and asked: "If you were in their position,
how would you feel being led this way?" This question made me reflect deeply. I realized that
whenever they made decisions I didn’t agree with, I let them proceed, but when issues arose, I
would step in and fix them myself. As a result, the work was delivered successfully, but they
weren’t truly learning.
(T) Task:
My role wasn’t just about ensuring successful deliveries—it was about helping my colleagues
grow and become more independent. That meant I had to shift my leadership approach and trust
them more, even if it meant allowing them to deal with their own mistakes.
(A) Action:
After that conversation, I changed my approach:
• Before execution, we discussed possible solutions together, but I let them make the final
decisions.
• When mistakes happened, instead of fixing them myself, I guided them through
questions, helping them reflect and find their own solutions.
• I had individual conversations to understand their perspectives, creating an open
environment where they felt safe to make mistakes and learn from them.
(R) Result:
At first, it was difficult to hold back from stepping in, but over time, my colleagues became more
confident and independent. Meetings became more collaborative, and when challenges arose, they
already had the autonomy to handle them. In the end, the results remained strong, but the most
important lesson was realizing that leadership isn’t about doing the work—it’s about teaching
and creating space for others to grow.
Question: "Tell me about a time when you took initiative in a challenging
situation."
(S) Situation:
At Rocketmat, we had a scheduled meeting with some clients who were arriving at our office. My
team, however, was still out for lunch. I sent them a message letting them know, “Hey, the clients
are arriving now, you guys are running a bit late.” The response I got was simple: “No problem,
just receive them.”
So, when the clients arrived, I greeted them, brought them in, and then went back to my desk to
continue working, assuming they’d be fine waiting.
(T) Task:
After a moment, I looked up and noticed that while the clients were inside, they seemed
uncomfortable, unsure of what to do, just sitting there in silence. That’s when it hit me—they
weren’t just waiting for the meeting to start; they were waiting to feel welcomed.
(A) Action:
• I stopped what I was doing, got up, and walked over to them.
• I engaged them in casual conversation, asking about their experience with our company and
making sure they felt comfortable.
• I offered them coffee and water, making small talk while keeping an eye on the time.
• Instead of just waiting for my team, I made sure they had a good experience from the
moment they arrived.
(R) Result:
By the time my team returned, the clients were already engaged, relaxed, and in a good mood.
What could have been an awkward wait turned into a positive interaction.
In a startup environment, where teams are small, you have to be proactive—because if you don’t
do it, no one else will. That experience reinforced to me that taking initiative is essential in fast-
paced, lean teams, where everyone’s contribution matters.
