Interview Structure/Format

• Quick introduction
• Go over the role
• Go over your CV and experience
• Questions about the company or role from the candidate
Things to highlight
• Product management skills of software applications – identifying what products and how many applications you had ownership of at one time,
working with other stakeholders.
• Agile experience.
• Strong stakeholder management experience.
• Working in unstructured environments (chaotic and dynamic) – navigating independently to find the right stakeholders, introducing structure into
organizations.
• Understanding what you like about the opportunity / what you like about Anthony Veder.

Focus Areas:
• Sifra is looking for someone who is product orientated over someone project orientated. It is important to express your “product” experience
• This is a highly operational role and will not require you to be technically hands on – the role will have a heavy focus on understanding user insights
from the wider team, road mapping how technical updates will be implemented and more.
• There will be a lot around stakeholder management, how you would handle cold stakeholder etc.
• Key words they are looking for; Taking Ownership, Self-Organizing, Managing an ambitious stakeholder field and conceptual thinking.
• Be sure to do some research on who Anthony Veder is as a company and what sparks your interest with this opportunity. They prefer detailed answers
about why you like this opportunity / Anthony Veder over someone who is just looking to leave their current role.
• They are looking for someone who can self-sufficiently navigate a dynamic / chaotic environment that it consistently growing but can also implement
structure and organization within the firm in the long run.
Why Anthony Veder and why this role ?

I'm excited about this opportunity for three main reasons:

Role: It allows me to take ownership of a portion of the business application landscape, fostering growth and delivering maximum value to users.
Culture & Values: The chance to contribute to the transition toward a more sustainable world, coupled with the emphasis on an entrepreneurial mindset
and an open culture at Anthony Veder, resonates with me.
Personal: The option to work in a hybrid manner, balancing home and Rotterdam, is ideal for me, considering my responsibilities as a parent to a three-
year-old daughter.

Any questions for us ?

Questions for Sifra:

Critical Success Factors: What are the critical success factors for this role?
Career Path: Could you provide insights into the career path within the organization?

Questions for Branka

Likes: What do you enjoy about being a Business Application Analyst at Anthony Veder?
Dislikes: Are there aspects of the role that you find challenging or less favorable?

------------------------------
Go over your CV
Jr Business Analyst: Finisar
Finisar: Finisar Corporation is a manufacturer of optical communication components and subsystems.

I worked as a Business Analyst in the Supply chain management division, supporting business users such as Regional Sales Managers and Inventory
Management. We used Oracle ERP.
Worked with business users to understand their needs, translate them into BRDs, check if these can be met with the existing ERP functionality and in case
not, work with the technical team to provide customizations to the ERP. In case we need any enhancement, raise a Service Request with Oracle.

Identification of substitute materials:

There were many complaints about delay in the manufacturing of optical transceivers and ROADMS. This was redirected to the IT team to check if we can
do anything. This problem was assigned to me to check.
Problem:
I looked at the various delays and checked the steps where there was a delay. I found that the delay was due to the unavailability of certain components. I
checked the Bill of Materials to validate if there are any substitute components, which can be used to complete the assembly. I found that in many cases,
substitute materials were available, but Inventory managers were not able to access that information.
Work Done:
I checked if there is any configuration to make that information visible. There was a configuration, but it is not a straight forward UX for Inventory
Managers. As a short term solution, I make the configuration changes in the application. In addition, I provided a detailed documentation on how to use
this functionality. I organized a webinar to explain how to use the feature and provided the document for reference. In addition, I worked with the software
team to make changes to the application, so that the substitute materials are always available for the Inventory Managers, so that they can use them in the
assembly process.
Impact:
As a result of this change, we were able to achieve an annual cost savings of 600,000 – both for reduction in purchase of material and also due to the use of
cheaper substitute components in some cases. In addition, there is a removal of delay in the production of many components, which led to improved cash
conversion cycle.

Manufacturing any product requires a set of raw materials and a set of processes to make the final product. List of raw materials and processes is known as
Bill of Materials.
Go over your CV
Process Consultant: TCS
TCS: TCS is a global leader in IT services, consulting and business solutions.

I worked as a Process consultant in the Manufacturing division of TCS, as a part of its consulting group.

Focus of the group is to work on projects which are important to the clients and come up with solutions, which can be implemented using the technical
resources of the company.

Product Cost Management

Our client is one of the largest Automotive Original equipment manufacturers in North America. They are having one of the largest COGS in the industry,
which is affecting their bottom line. Our Project is in the field of Product Cost Management, which is the set of tools, processes, methods to optimize
production costs of the automobile.

Problem:
I worked on the submodule sourcing and cost management of this project. Our client has global presence and manufacture and release vehicles across the
globe. The systems and processes are different across North America and Europe and they are not able to obtain synergies in their sourcing process.

Work done:
I worked with various stakeholders in the client side on the sourcing department across different geographies. I have worked on charting the AS-IS process
of their sourcing teams. Tried to understanding the various steps [RFQ creation, Supplier selection, PO creation, PO modifications etc]. I have mapped the
different systems which these teams use in different geographies. Understood that there is a lot of scope for synergy in case we can come up with a single
system across the globe. I have come up with the proposed TO-BE processes in the sourcing department. I have come up with the Proof of Concept by
providing the mock application to the different stakeholders. This application was approved to be built by the sourcing teams across NA and Europe.
Unfortunately, I was not available to take this through as I went for my B school. I used microsoft VISIO to work on the process diagrams. I worked on
excel to work on the RASIC [Responsible, Accountable, Support, Informed, Consulted]. Worked with all the stakeholders in the RASCI and obtained
signoff on the TO-BE process.

Impact:
TCS was able to land a 1 million project to build this application for our client.
Go over your CV
Product Manager:

Highradius: Highradius is a leading provider of autonomous finance program for CFOs. It helps clients to get paid faster by streamlining accounts
receivable process. It takes care of all the process steps post the dispatch of order from a company's ware house to settling of Invoices in their ERP system.

I worked as a Product Manager for this company heading of their core products Electronic Invoice Presentment and Payment.

Problem:
Highradius had products like Collections, Deductions and CASH Application to support the account receivable process. However, it did not have the EIPP
product. We have to launch this product fast as this would complete the set of products which can automate the AR process.

Work done:
This is my first stint at Product Management. I worked with the CPO and higher management from different streams like Marketing, Sales, Implementation
to understand the product vision and the importance of different functionalities. I have understood the Product strategy. I discussed with various end users
[from Accounts receivable teams of our clients and their customers to understand their painpoints]. I worked on the initial POCs, discussed with these
stakeholders and did many interactions to come up with a MVP prototype. I have created the Product roadmap, after discussing with the architects on the
feasibility and the estimated efforts. I worked with the software team by providing them Product requirement documents in detail and explaining the
features. Worked with the team in a Agile manner to clear any questions and remove any roadblocks for them. Post that, I have provided multiple Demos to
different internal and external stakeholders on the completed MVP. Post that we released the product.
Second and third years, focus was on increasing the features in the Product and make a differentiated product from our competitors. We gained massive
market share in this time.
Final year, focus was on making the product implementation friendly, with very limited effort from the software team, as there was huge demand for the
product and the idea is to reduce dependency on software and make it as customizable as possible.

Impact:
EIPP product generated an ARR of around 15 million USD and was processing payments to the tune of 2BN USD annually.
 Product Discovery and Roadmap prioritization
Activities Done:
• Market Benchmarking – External
• AR research
• Customer discussions
• Sales, Marketing & Implementation team discussions
Themes Evolved:
• Scheduled Payments
• Recurring Payments
• Bulk Payments
• Partial Payments – Disputes,
• Payments at line item level. Disputes at line item level. Hierarchical customers Payments
• Faster Implementations – ECI development, Configuration screens.
• Statements – All remaining invoices, payment history, correspondence history-status, dispute status.
Themes Evolved:
• Interchange Fees reduction with 3rd level data integration with the clients ERP.
• Surcharge & Convenience Fees passing on to the customers of the clients.
• Simplified buyer onboarding
• Payable Links to buyers
Correspondence – Buyer & Portal Implementation internal Custom
Band width Allocation Payments[20]
Invoices [20] enhancements[20] stakeholders-[30] Requirements[10]
Payments: Work on newer modes of payments, types of payments and support of newer payment methods. Statutory compliance included.
Correspondence: Different types of correspondence like Invoices, statements, group invoices, payment receipts, dispute summary etc
Buyer & Portal enhancements: Simplified buyer onboarding. Linkage of buyer across multiple clients. Separate accounts for buyers.
Faster Implementation: ECI solution implementation & standardisation of inbound/outbound files. Slimfast configuration screens, account cloning etc.
Custom Requirements: Address Client Specific Requirements critical for large client go-lives / stabilization. Client specific, so 10%
 Roadmap Execution
• Roadmap Execution
• Prepare a 9 month roadmap - 3 months in concrete, next quarter with tentative features & next 3 months with high level vision statement. This is
done based on the high level estimates gathered from engineering, based on high level design.
• Provide UX team a 3 month window for the features which are already designed, to come up with the UX designs. Multiple iterations before we
finalize the final design of the future.
• Provide the feature design Demos with Engineering to have the final estimates and close the 3 month roadmap. Some bandwidth is accounted for
bug fixes and any ad Hoc requests[Typically 20 percent].
• Divide the roadmap into 3 monthly sprints based on the prioritization of the features: according to client requests and other deadlines.
• Demo all the features for the specific month to the entire team before the start of the sprint.
• Ensure high-level architecture design is completed by EM, before the start of the sprint.
• Then divide the monthly sprints into a weekly plan based on the leaves/availability in the week. This will also have any bugs identified over the
course of the week.
• Follow the scrum to understand if there are any blockers/unidentified issues faced for the points and remove them. If there are any clarifications
required, those will be provided as well.
• Demos are taken from the team post QA signoff is provided to have a check on the stories. One level of high level testing is also conducted by me to
ensure that there are no gaps in the feature.
• Documentation
• Release Notes
• Product Manual – Admin & Employee
• Impact Sheet for Account Managers
• Product Webinars
• For Internal stakeholders like customer success managers, Implementation leads, Sales & Marketing teams.
• For External stakeholders like clients
• Feedback Collection
• Bugs based on release features
• Any suggestions on the released features
Go over your CV
Sr Product Manager: ADP

ADP: ADP is a leader in HRMS software.

I worked as a Sr Product Manager for this company heading Reporting product for their next generation product.

Problem:
ADP is operational in around 130 countries and it has clients ranging from 10 employees to 100000 employees. To cater to these different clients, it ended
up having 300 products. Idea was to have 3 products to cater to the entire customer base. They came up with a new product, which in its end stage is
supposed to transform into a HCM platform where developers can create their own products on top of the ADP product.

Work done:

I was recruited as a Sr Product Manager for the reporting domain in this product. Idea was to ensure that the existing ADP clients will be moved to this
platform by having their buyin. Focus was on NAmerican and European clients. I looked at the existing products in these regions, talked to the existing
Product Managers, Sales and Marketing teams, Implementation teams and ofcourse to the end clients. Tried to understand their existing painpoints and also
the features that are very important to them.
Customer Understanding: Majority of the reports are not done from the headquarters, but from the various regional headquarters. So, the reporting has to
be democratised. Custom requirements from the clients – Compare report runs, Drag and Drop Reports, Scheduling of Reports, Custom Field reporting and
some other custom requirements.

Market Understanding: Global reporting is the need of the hour. Need to have regional and language functionality inbuilt in the application. Need to have
some standard reports. Need to have opportunity to build some custom reports, which have certain functionalities.

Impact:
Rollout to 700 clients and was generating 2 million monthly report runs.
 Product Discovery and Roadmap prioritization
Activities Done:
• Market Benchmarking – Internal & External
• Data Analysis of existing products usage
• Customer discussions
• Product Manager discussions
Themes Evolved:
• Reporting Democratization – Major Report runs conducted not from headquarters.
• Support Functionalities in Reporting – Scheduling, Field Grabber, compare report runs & Custom Field Reporting are expected phenomenon
• Custom Requirements from clients

Themes Evolved:
• Standard Reports full set
• Max Report runs on custom reports – 90% report runs happen on custom reports made by selecting fields from different domains in catalog
• Globalization – Globalization needs to be internalized in the reporting solution. Language & Region are the important distinctions
Report Support Globalization of Custom
Band width Allocation Catalog creation [30]
Democratization [30] Functionalities [10] solution 20] Requirements[10]
Catalog Creation: Create comprehensive catalog containing information from all the domains in HCM – Core HR, Time & Attendance, Payroll etc. -90%
report runs from here. Hence 30% weightage provided here. Catalog similar to UI – aliasing, fields etc. Standard reports in addition to catalog.
Report Democratization: Report runs are not concentrated only on Head Quarters. About 80% of reporting is run from the branches/enterprise units
rather than the Head Quarters. 80% reporting here. Hence 30% weightage.
Support Functionalities: Provide additional requirements supporting Reporting Solution: a) Scheduling of Reports b) Field Grabber c) Custom Fields
Reporting & d) compare report runs. As only additional requirements, provided only 10% weightage.
Globalization of Solution: Globalization to be internalized in reporting solution. Language & Region to be Key aspects. Enterprise segment demands this.
Custom Requirements: Address Client Specific Requirements critical for large client go-lives / stabilization. Client specific, so 10%
Go over your CV
Sr Product Manager: Darwinbox

Darwinbox: Darwinbox is a leader in HRMS software in SEA and is Gartner's magic quadrant as a Niche Player.

I worked as a Product Manager for this company heading the Payroll Product

Problem:
Darwinbox has become a leader in the SEA region and was generating an ARR of around 20 million. The idea was to generate an ARR of 100 million and
go public. The revenue model is PEPM and we have very less PEPM from the Indian market. Payroll product is primarily in the Indian market and is
generating an ARR of 2 million. Idea is to move global and generate an ARR of 10 million USD.

Work done:

I was recruited as a Sr Product Manager for Payroll and idea was to expand the product to SEA, MEA and North America. Darwinbox already ventured into
SEA, MEA with other products. I have discussed with the payroll admins, employees of our clients to understand their painpoints with their existing payroll
vendors. I also did a market benchmarking by understanding the functionalities of the competitors we want to compete with in certain sub domains of
Payroll. Based on this, I have come up with the POC and ratified this with different internal and external stakehokders. Post that I came up with the MVP by
working with the team. In certain countries, I have worked with Payroll Vendors as we are not well versed with the laws of the land. I came up with the
APIs to ensure that we can integrate with Payroll Vendors to outsource Payroll processing.

Impact:
We were able to implement this to 15 new clients and generate about 1million USD from them.
 Product Discovery and Roadmap prioritization
INDIA Rest of World
Activities Done: Activities Done:
• NPS Analysis • Market Benchmarking
• Support Tickets and Requirement Analysis • Customer Discussions
• Customer Discussions
• Market Benchmarking Themes Evolved:
Themes Evolved: • Component Characteristics – Currency, Frequency & Effective Dating.
• Payroll Error Proofing • UX – Different Headers, Aliasing, Monthly in place of yearly, Number
• Payroll Processing Optimization formatting.
• Low user Adoption • Currency Conversion: Non Dynamic and at the group company level.
• Custom Requirements from clients • Annualization: Custom Annualization for different frequency
components.
Themes Evolved: • Recommended Values: Less employees, no import.
• Payroll Processing Optimization
•
Themes Evolved:
Statutory Requirements
• Currency conversion @ group company level for reporting.
• No emphasis on CTC figure. All components add up
• Employees linked to Payroll runs, with characteristics

Big billing clients/Business

Band width Allocation Quick win [15] Big Bet[45] Statutory [20]
Continuity[20]

Quick win: Capture Quick Win Opportunities & module stabilization to turnaround NPS
Big Bet: Focus on Big Bets that will improve competitive positioning. Payroll processing moved from Monolithic application to Microservices.
Big Billing Clients: Address Client Specific Requirements critical for large client go-lives / stabilization
Statutory: Address statutory requirements to ensure table stakes features for the product.
Go over your CV
Sr Product Manager: Just eat takeaway

Just eat takeaway: Darwinbox is a leader in HRMS software in SEA and is Gartner's magic quadrant as a Niche Player.

I worked as a Sr Product Manager for this company heading the back office finance team.

Problem:
Takeaway.com merged with UK based Just eat. The idea is to have a single back office team.

Work done:

I was recruited as a Sr Product Manager for back office team with JET. I have worked on creating the workflows for the AS-IS back office finance process
for both Just eat and take away. In the mean while, I had to move back to India due to my kid's health and had to resign due to this.

Impact:
Able to come up with enhanced workflows for the back office finance team.
Round 2:

How do you handle unresponsive users, especially when they are assigned to test features? If users consistently neglect
testing, how would you persuade them to participate?

Dealing with this issue involves both short-term and long-term strategies.
Short Term:
• Urgently request the user to test the feature, emphasizing the approaching deadline and the need for prioritization.
• If the user is unable to test, consider performing the testing yourself, if feasible.
Long Term:
• Investigate the reasons behind the consistent procrastination. Is it due to lack of interest, bandwidth, or knowledge?
• If lack of interest is the issue, make testing a mandatory part of the user's roles and responsibilities.
• If bandwidth is the constraint, consult with the user's manager to explore options such as providing additional bandwidth or
assigning the testing task to another colleague.
• Consider providing training to users who may lack the knowledge needed for testing.
 Round 2:

How do you balance focus work and operational hands-on support work for the products ?
Support:
a) Something which used to work on a certain intended manner is no longer working in that way
b) User is not aware of the functionality and is expecting application to work in a manner, which is not the way application
is designed.
c) User requests a certain minor enhancement to the feature like customizing a form etc. This can be done through
configurations.
"Effective planning and prioritization during roadmap creation are crucial for maintaining a balance. This involves
understanding the product vision and strategy set by higher management and stakeholders. For instance, at
Darwinbox, our strategy was to consolidate the Indian market and expand into South East Asian and Middle East
Asian markets. Bandwidth is allocated based on this strategy, considering big bets, quick wins, custom
requirements, and support functionality.

Execution involves allocating bandwidth for each sprint, taking into account seasonality and past tickets/experience.
If support activities consume more time, prioritization of roadmap items becomes necessary as the year
progresses."
Round 2:

Have you ever worked in a situation where you worked with a development team which is outside your organization.
What do you prefer to have a development inside/outside your organization and why ?

Yes, I have experience in managing communications with external vendors. At Finisar, I served as a liaison between our company and
Oracle. This involved assessing user requests to determine if they could be addressed through configuration changes or coding. If I
couldn't fulfill the requirement internally, I would initiate a service request (SR) with Oracle and diligently follow up.
When raising an SR, I ensured clarity by succinctly explaining the requirement. I provided details on the configurations attempted and
any code changes made. Additionally, I outlined the value of the requirement to Oracle's product and justified why it should be
considered for inclusion in a future release.
In general, I prefer internal development within the organization. This approach offers greater control over outcomes, facilitates clear
roadmap planning, and allows for immediate resolution of urgent issues.

What will you do to ensure that your request can be prioritized with the Vendor ?

Certainly, I would articulate the value that the proposed feature adds to their product, emphasizing why it should be incorporated.
Building and maintaining a healthy relationship with the vendor is crucial. To gain their respect, I would only raise significant
requirements and avoid submitting false or unnecessary requests.
If financial considerations can expedite the prioritization of the requirement, I am open to offering funds, especially if the urgency of the
requirement justifies it.
Round 2:

Why are you looking for a BA job when you already are a Sr Product Manager

I'm excited about the opportunity for three main reasons:

Role Ownership: It provides me with the chance to manage a portion of the application landscape, allowing me the freedom and responsibility to add value
to the users. Working with five different products in a niche area presents unique challenges that excite me.
Contributing to Sustainability: The opportunity aligns with my desire to contribute to the transformation towards a more sustainable world. Anthony
Veder's emphasis on an entrepreneurial mindset and an open culture resonates with me.
These aspects make me eager to be part of the team at Anthony Veder.

What excited you to be at Anthony Veder?

I'm excited about this opportunity for three main reasons:

Role: It allows me to take ownership of a portion of the business application landscape, fostering growth and delivering maximum value to users.
Culture & Values: The chance to contribute to the transformation toward a more sustainable world, coupled with the emphasis on an
entrepreneurial mindset and an open culture at Anthony Veder, resonates with me.
Personal: The option to work in a hybrid manner, balancing home and Rotterdam, is ideal for me, considering my responsibilities as a parent to a three-
year-old daughter.

What quit JET after just 3 months.

After moving to the Netherlands, my child experienced health issues due to difficulty adjusting to the cold weather. Unfortunately, I couldn't secure a
sabbatical just three months into my role at JET, leading to my resignation and return to India. Now that my child is in better health, we have returned, and I
am actively seeking opportunities to rejoin the workforce.
Round 2:

How do you manage being in a dynamic and unstructured environment ? How did you implement processes?

During my tenure with startups like Highradius and Darwinbox, as well as larger companies like ADP and JET, I had the privilege of being
part of the unicorn journeys of Highradius and Darwinbox. I thrived in dynamic and high-growth environments, which presented diverse
challenges and contributed significantly to my professional growth.

For instance, when I joined Darwinbox, the requirement gathering process was disorganized and chaotic. Numerous high-priority
requests lacked detail, often focusing on desired product changes rather than articulating the underlying problem.
To address this, I engaged with senior management to establish a clear product vision and direction. I developed a comprehensive
framework for submitting requirements, assigning scores for various aspects of product improvement, such as productivity and user
experience. I conducted working sessions with stakeholders, guiding them through the new process and requesting them to rewrite
their top five requirements in the new format. This structured approach allowed us to justify not taking certain requests, and
stakeholders found it easier to communicate these decisions to clients.

One significant improvement was bringing structure to the Product Requirement Document (PRD), emphasizing elements like Business
Case, UX changes, Mobile or Web app considerations, Design Time changes, Run time changes, and the overall impact on all clients.
Round 2:

What is the difference between BA and PM??

Being Product Manager requries one to own the product roadmap, doing the product strategy and product vision with
the higher management.

How do you deal with annoying stakeholders

I will approach discussions with users calmly, listening carefully to understand the functionality they seek and the motivations behind it. I will maintain
objectivity in communication, supporting my decisions with relevant data. Quick and respectful responsiveness will be a priority. If a request cannot be
accommodated, I will be firm yet objective in conveying the decision.

What quit JET after just 3 months.

After moving to the Netherlands, my child experienced health issues due to difficulty adjusting to the cold weather. Unfortunately, I couldn't secure a
sabbatical just three months into my role at JET, leading to my resignation and return to India. Now that my child is in better health, we have returned, and I
am actively seeking opportunities to rejoin the workforce.
Round 2:

What did you get to know about the role/AV after your discussion with Sifra and ?

Anthony Veder (AV) is a pioneering company in the maritime industry, specializing in the transportation of sustainable fuels such as LNG. The company has
recently expanded its fleet from 16 to 31, reflecting rapid growth.

Role: The role involves taking ownership of five applications, managing their roadmaps, and ensuring effective support.
Critical Success Factors:
Balancing future growth while executing robust support for the organization.
Ability to navigate and thrive in a dynamic environment.
Career Path: AV, being a dynamic organization, offers excellent opportunities for high-performing individuals. While there might not be a predefined career
path, the company provides a conducive environment for fast growth.

Likes: The opportunity to work in a dynamic environment with colleagues from multiple countries.
Dislikes: Challenges with individuals not responding to requests for testing applications, even after multiple reminders.