Evaluate the candidate understanding of how a specific team is organized and how they would fit and contribute within it. Topics include team size and composition, reporting lines, and the working model such as collaboration patterns, meeting rhythm, and decision making. Also cover cross functional interactions with sales, engineering, product, customer success, and other partners; the balance of customer facing work versus internal support; how projects and accounts are assigned; typical customer segments supported; key responsibilities and handoffs; and how success is measured at the team and individual level. Interviewers may probe the candidate ability to integrate into existing workflows, communicate with stakeholders, manage expectations, and adapt to the team operating model.
MediumTechnical
0 practiced
Design a scalable knowledge-sharing process for the SA organization to capture solution patterns, reference architectures, and field lessons. Specify tooling (wiki, templates, search), governance (owners, review cadence), discoverability (tags, examples), and incentives or adoption tactics to ensure the assets are used and maintained.
MediumTechnical
0 practiced
Propose a balanced scorecard to evaluate SA team performance across technical quality, sales impact, customer satisfaction, and operational efficiency. Recommend 6–8 specific metrics, define how each will be measured and owner assignment, and propose a review cadence and actions tied to each metric.
EasyTechnical
0 practiced
Describe a practical meeting rhythm and collaboration pattern for a Solutions Architect team that works closely with Sales, Engineering, Product, and Customer Success. Specify weekly, biweekly, and monthly meetings (roles, objectives, artifacts) and asynchronous channels to use, and explain how you would keep meetings outcome-focused and low-overhead.
MediumTechnical
0 practiced
You inherit SAs that report to Sales while Engineering complains SAs work only to win deals and then disappear. Propose a practical collaboration model to clarify SA responsibilities, reduce double-reporting friction, align incentives, and outline a 90-day implementation plan including communication channels and pilot scope.
HardTechnical
0 practiced
Prepare an executive brief recommending that the SA function be moved from Sales into a centralized Technical Solutions organization. In your brief outline the primary benefits, key risks and mitigations, stakeholder impacts, a proposed new org chart, transition timeline with milestones, and KPI adjustments to reflect centralized ownership.
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