Interview guides · Biz2Credit

Biz2Credit Data Scientist Interview Questions & Guide 2026

Data scientist prep for Biz2Credit: practice defining a payments and lending metric, picking its guardrails and defending the tradeoff.

The 60-second brief

A Data Scientist at Biz2Credit plays a pivotal role in revolutionizing the financial technology landscape. By leveraging advanced machine learning, predictive modeling, and deep data analysis, you will directly influence the risk engine that powers small business lending. Your work will contribute to both the proprietary Biz2Credit marketplace and the Biz2X platform, a state-of-the-art software-as-a-service (SaaS) platform used by major global financial institutions to automate their commercial lending processes.

When randomisation is off the table, the skill being checked is naming an identification strategy together with the assumption it rests on: parallel trends for difference-in-differences, relevance and exclusion for an instrument, overlap and conditional ignorability for matching. Say the assumption out loud and say how you would try to break it.

Focus areas

Decompose expected loss into PD, LGD, EAD
Reconcile amounts in minor units and currency
Read vintage curves, not blended portfolio averages

Overview

In this role, your models will process massive volumes of structured and unstructured financial data, including bank statements, tax filings, and credit histories. The insights you generate will help automate credit underwriting, detect fraudulent activities, and optimize customer acquisition strategies. You will build solutions that balance risk and conversion, ensuring that small businesses can secure funding quickly while maintaining a healthy portfolio for lending partners.

This position offers a unique blend of technical challenge and strategic influence. You will not just build models in isolation; you will deploy them into production environments where they actively drive millions of dollars in lending decisions. The fast-paced environment requires a blend of mathematical rigor, software engineering best practices, and a deep appreciation for business outcomes.

The Biz2Credit interview process

Biz2Credit candidates report 5 rounds · ≈ 4-6 weeks. The stages below are what candidates describe, not a published process.

Screening Phase

An extra round usually exists because something is still open after the standard loop: a skill the earlier interviews did not sample, a level decision, or two interviewers who disagreed. It is rarely a rerun of what you already did well. Ask the recruiter who you are meeting, what function they sit in, and how long the session runs. That is an ordinary scheduling question, and the answer changes what you should prepare. What separates a strong candidate here is treating the round as a fresh evaluation with its own bar, rather than assuming earlier performance carries you through or sinks you.

What to demonstrate

Whether you can answer well on ground the earlier rounds did not cover, without leaning on what you already said to someone else
Consistency of the facts in your stories: the same sample size, timeframe, team size and scope of your own role as in earlier conversations
How you handle an unfamiliar format live, including whether you ask what kind of answer is wanted before producing one

How to prepare

Ask the recruiter for the interviewer's function, the length, and whether to expect a coding surface, a discussion, or a presentation. Preparing for a 30 minute conversation with a partner team is not the same work as preparing for a 60 minute technical block.
Write out what each earlier round actually covered, then list the two or three areas nobody probed. That gap is the most likely subject of the extra round.
Re-read the numbers in the project stories you have already told, so a second telling does not quietly contradict the first.

Take-Home Project

A take-home is graded as an argument, not as a notebook. Somebody reads the submission without you in the room, so every choice has to survive on the page: why the question was framed this way, and what was deliberately left out. The gap between a strong and a weak submission is almost never model quality. It is whether the writeup names the specific question it answers and commits to a recommendation, including what evidence would overturn it. A high-accuracy model attached to no conclusion reads as effort that stopped before the decision.

What to demonstrate

Whether the question you answered is stated outright, and whether it is the question the prompt posed rather than an easier neighbour of it
Whether the recommendation is specific enough to act on, with the uncertainty attached to it instead of parked in a caveats section at the end
Whether analytical choices such as the metric definition, the population filter and the time window are justified in the prose, not merely visible in code

How to prepare

Take a dataset you have already worked with, write the one-paragraph conclusion first, then check whether the analysis you were planning actually supports it and cut whatever does not
Practise stating a metric in one sentence that fixes the population, the time window and the denominator, then confirm your query computes exactly that sentence and nothing adjacent to it
Hand a draft to someone outside the problem and ask them to tell you back what you recommended and why; anything they cannot recover is not on the page yet

Technical Interview Rounds

Much of what gets scored here happens out loud while you type. Nobody can see your reasoning inside a half-written query, so five silent minutes read as being stuck even when they are not. State the plan in plain language first: which tables, what grain you are aggregating to, and the one filter that defines the population. Then write it. The narration doubles as insurance, because a wrong plan gets caught early and cheaply while a wrong query gets caught at the end with no time left to redo it. A timed statistics section, where one exists, is a separate test with its own clock.

What to demonstrate

Whether the query you write matches the plan you just described
What you do with a hint, meaning whether the correction gets absorbed or the first approach gets defended
Whether you can debug your own wrong output by reading the result set and naming which part of the query produced the anomaly

How to prepare

Solve three problems while screen-sharing into a recording, then watch it back and mark every stretch longer than thirty seconds where you said nothing
Practise compressing the plan into one sentence before typing, then check afterwards whether the finished query actually matched it
Time yourself on statistics questions that carry a business reading, such as what a confidence interval does and does not claim, rather than re-reading notes without a clock

Behavioral Interview

Most of the weight in this round sits on the disagreement questions. Data work routinely produces an answer someone senior did not want, and the interviewer is trying to learn what you do in that hour. Both failure modes are common: folding as soon as a director pushes back, and treating the pushback as ignorance to be corrected with a better chart. A strong answer usually contains a specific thing the other person knew that you did not, and describes how you found out whether it changed the conclusion.

What to demonstrate

Whether you can state the other side's argument accurately before you explain why you disagreed
What you treated as evidence during the disagreement, such as a rerun under their assumption or a holdout check, rather than persuasion technique
Whether you distinguish being overruled from being wrong, and can give an example of each

How to prepare

Write out one disagreement where you turned out to be wrong, and say what in the data misled you. Candidates prepare the story where they were right, and the follow-up asks for the other one.
For your main disagreement story, be ready to say what result would have made you drop your position. If no such result exists, you were not arguing from the data.
Practise stating the opposing position out loud in one sentence the stakeholder would accept, then continue the story.

Executive Interview

An added round often puts you in front of someone outside the core hiring team: a partner engineer, a product owner, a domain expert, sometimes a more senior manager. The question they are really asking is not whether you can do the work but whether they would trust a number that came from you. That changes what a good answer looks like. Lead with what the decision cost and what it changed, keep the method available but not central, and be plain about the limits of your evidence. Overstating a result is the fastest way to lose this round.

What to demonstrate

Whether you can explain a technical choice to someone who will never read your code, without either flattening it into nothing or hiding inside jargon
Honesty about evidence strength: what the analysis establishes, what it only suggests, and what it cannot say at all
How you take disagreement, specifically whether you update on a good objection, hold your position with reasons, or fold on contact

How to prepare

Write the two-sentence version of your most technical project for a non-specialist, then check that neither sentence needs a method name to make sense.
For one result you are proud of, write the strongest objection someone could raise and a response that concedes the part of it that is correct.
Prepare one decision that turned out to be wrong: how you found out, what it cost, and what you changed afterwards. A senior cross-functional interviewer asks for this more often than a technical one does.

Where candidates lose points

Recalibrating an underwriting cutoff on approved and funded applicants only

Rejected applicants have no repayment outcome, and they were rejected because the incumbent model scored them badly, so the missingness depends directly on the outcome being modelled. Reject inference by augmentation or parcelling fills the gap using the incumbent model's own assumptions, which means it can confirm those assumptions but cannot test them. The only genuinely new information about the reject region comes from bureau performance on rejects who borrowed elsewhere, or from a deliberately randomised approval band around the cutoff.

Reading the most recent months of fraud and dispute rates as final

Consumer dispute rights commonly run around 120 days from the transaction or expected delivery date, and several reason codes run considerably longer, so the disputes belonging to a recent transaction month have simply not been filed yet. Any chart attributed by transaction date therefore slopes down at the right edge regardless of what is happening. The fix is to report only matured cohorts, or to apply development factors estimated from completed months and to show the estimate as an estimate.

Ending an analysis without a recommendation or next step

Close with what you would do and what would change your mind, stated as a condition you can check later. If the evidence is genuinely inconclusive, recommend the specific next measurement and say what it costs in time or exposure.

Optimising accuracy on a heavily imbalanced target

State the base rate first, then choose the metric from the relative cost of a false positive against a false negative: precision and recall at the operating threshold, PR-AUC, or expected cost. At a 1 percent positive rate, predicting the majority class for everyone scores 99 percent accuracy and is worthless.

Questions & practice

Explain the difference between L1 (Lasso) and L2 (Ridge) regularization, and describe when you would choose one over the other.

Medium · machine learning and modelling

Approach

Say how the offline result would be validated online before it is trusted.
Check what information would not exist at prediction time, and exclude it.
Frame the prediction: the label, the moment of prediction, and the action it triggers.

Follow-up

What would you monitor after launch to know the model is still valid?
Where could label leakage enter this setup?

How do you balance the trade-off between model interpretability (e.g., logistic regression) and predictive power (e.g., XGBoost) in a highly regulated financial environment?

Medium · machine learning and modelling

Approach

Check what information would not exist at prediction time, and exclude it.
Say how the offline result would be validated online before it is trusted.
Pick an evaluation metric that matches the cost of each error type, not a default.

Follow-up

Where could label leakage enter this setup?
What would you monitor after launch to know the model is still valid?

Estimate a delinquency roll-rate matrix and project twelve months

Hard · roll rates · markov chain · survivorship

fct_loan_performance_monthly gives loan_id, as_of_month_end, months_on_book, delinquency_bucket, charge_off_flag, prepaid_in_full_flag and restructured_flag. Build a month-to-month transition matrix over the five delinquency buckets plus absorbing charged_off and prepaid states. Loans that stop appearing must be routed to an absorbing state rather than dropped. Project the current book forward 12 months by repeated matrix multiplication and report the projected share reaching charge-off. Handle restructured_flag explicitly, and name one place the Markov assumption fails on this data.

Approach

Build consecutive month pairs per loan by shifting as_of_month_end within loan_id, then verify the shifted value is exactly one month later. A gap is not a transition, it is an exit you have not resolved yet.
Resolve exits before counting anything. A loan whose last row carries charge_off_flag moves to charged_off, one carrying prepaid_in_full_flag moves to prepaid, and one that disappears with neither is a data question to raise rather than silently discard, because discarding it is survivorship that inflates every cure rate.
Count pairs into a 7 by 7 matrix and row-normalise. Assert every row sums to one and the two absorbing rows are the identity; a row that does not sum to one means exits were dropped.
Decide and state the restructure rule. Restructuring resets days_past_due, so a dpd_60_89 to current move on a restructured loan is not a cure. Either give restructured loans their own state or carry the pre-restructure bucket, but do not let that move land in the cure cell.
Project by taking the current bucket distribution as a row vector and multiplying by the matrix twelve times. Report the charged_off entry, and report it again from an all-current starting vector so the reader can see how much of the projection comes from loans that are already delinquent today.
State the homogeneity failure plainly: transition rates depend strongly on months_on_book, so one pooled matrix applied to a book with a young mix understates early-life delinquency. If the mix is moving, estimate separate matrices by seasoning band.

Worked solution (45 min)

Sort by loan_id and as_of_month_end, shift to form (from_state, to_state) pairs, and flag pairs whose month gap is not exactly one.
For each loan's final row, assign the absorbing destination from charge_off_flag or prepaid_in_full_flag, and list loans that vanish with neither as an exception count to report.
Apply the restructure rule, then build the 7 by 7 count matrix with a cross-tabulation over ordered state categories and row-normalise it.
Assert row sums equal one and absorbing rows are the identity, then take the current month's bucket distribution as a row vector.
Multiply twelve times, report the charged_off component, and repeat from an all-current vector for comparison.

Expected result: A 7 by 7 row-stochastic matrix with identity rows for charged_off and prepaid, a current-to-current diagonal typically above 0.95, roll rates rising with bucket depth, and a 12-month projected charge-off share of a few percentage points from an all-current start and materially higher from the actual book.

Verify it yourself

Every row sums to one within floating-point tolerance, and both absorbing rows are exactly the identity.
No mass sits in cells that skip a bucket upward, such as dpd_1_29 to dpd_60_89 in one month; if there is, the pairs are not actually consecutive months.
The projection from an all-current start is strictly below the projection from the real book distribution.
Backtest by estimating on months up to t minus 12 and comparing the projected distribution with the realised one at t; a systematic optimistic gap points at dropped exits or at seasoning, not at noise.

Follow-up

How would you validate the projection against what actually happened, and over what window?
The cure rate out of dpd_30_59 rose five points last quarter. What are the candidate explanations and how would you separate them?
When would you prefer a vintage curve to a roll-rate projection, and why?

How would you identify and impute missing values in a dataset containing both numerical credit scores and categorical business types?

Medium · sql and data manipulation

Approach

Check whether any join is one-to-many before aggregating, or the sums inflate.
Say which table is the grain you start from, and join outward from it.
Compute rates by summing numerator and denominator separately, never by averaging rates.

Follow-up

How does the query change if the join becomes one-to-many?
How would you verify this result without re-running the same query?

Solve a logical puzzle: If you have a biased coin, how can you use it to simulate a perfectly fair 50/50 coin toss?

Medium · sql and data manipulation

Approach

Check whether any join is one-to-many before aggregating, or the sums inflate.
Handle the rows that do not match: a LEFT JOIN with a NULL check is usually the question.
Say which table is the grain you start from, and join outward from it.

Follow-up

How does the query change if the join becomes one-to-many?
What breaks if events arrive late or out of order?

Given a dataset of loan transactions, write a Pandas script to find the rolling 30-day average of default rates grouped by industry sector.

Medium · sql and data manipulation

Approach

Handle the rows that do not match: a LEFT JOIN with a NULL check is usually the question.
Say which table is the grain you start from, and join outward from it.
Check whether any join is one-to-many before aggregating, or the sums inflate.

Follow-up

How does the query change if the join becomes one-to-many?
How would you verify this result without re-running the same query?

Count-weighted and dollar-weighted approval rates on one currency

Easy · aggregation · denominators · minor units

Using fct_payment_authorization, report the trailing 7-day authorization approval rate two ways for transaction_currency = 'EUR': count-weighted, and dollar-weighted on amount_minor. Exclude is_reversal = true, exclude incremental authorizations (parent_auth_id not null), and exclude zero-amount account verifications. auth_result = 'approved' is the numerator; the four declined_* values make up the rest of the denominator. Return channel, attempts, approved_attempts, approval_rate_count and approval_rate_value. State every exclusion and its reason before you write the SELECT.

Approach

Say the denominator out loud first: attempts on a single transaction currency, excluding reversals, incremental authorizations and zero-amount verifications, because none of those is a purchase attempt a merchant is trying to get approved.
Filter requested_at against a half-open interval (>= start AND < end) so the boundary day is neither dropped nor double counted.
Compute both rates in one pass with FILTER clauses: COUNT() FILTER (WHERE auth_result = 'approved') over COUNT(), and SUM(amount_minor) FILTER (WHERE auth_result = 'approved') over SUM(amount_minor).
Cast one side of each ratio to numeric before dividing, since amount_minor and the counts are integers and integer division silently truncates to zero.
Group by channel and sort by the value-weighted rate, then read the gap between the two rates as a statement about where the declines sit rather than as noise.

Worked solution (20 min)

Write the exclusion list as comments above the query: is_reversal = false, parent_auth_id is null, amount_minor > 0, transaction_currency = 'EUR'.
Build a single aggregate query over fct_payment_authorization with a half-open requested_at predicate and those four filters.
Emit attempts, approved_attempts, approval_rate_count and approval_rate_value with FILTER clauses and a numeric cast on the numerator.
Group by channel, order by approval_rate_value ascending so the worst channel is on top.

Expected result: One row per channel present in the window, with attempts and approved_attempts as integers and both rates as numerics strictly between 0 and 1. approval_rate_value is typically lower than approval_rate_count on ecommerce and moto, because declines concentrate in higher-value card-not-present traffic.

Verify it yourself

SUM(attempts) across channels equals a separate COUNT(*) run with the same four filters and no GROUP BY.
Dropping the amount_minor > 0 filter raises attempts and moves approval_rate_count while leaving approval_rate_value unchanged, which confirms the zero-amount rows were only ever affecting the count-weighted figure.
Both rates are strictly less than 1 unless a channel had no declines at all in the window.

Follow-up

The two rates diverge by four points on the ecommerce channel but agree on card_present. What does that tell you, and what would you cut next?
How would you extend this to all currencies without summing amount_minor across them?
Which of the four decline reasons belong in the denominator of a rate you would put in front of a risk team, and which are really the network's problem?

Explain how you would optimize a slow-running Pandas merge operation on two large financial datasets.

Medium · product sense and metrics

Approach

Fix the population and the time window before naming any metric.
State what result would change your recommendation, so the answer is falsifiable.
Restate the decision this analysis has to support, and who acts on the answer.

Follow-up

Which segment would you cut first, and what would that rule out?
What would you do if the primary metric and the guardrail moved in opposite directions?

Describe how you would use alternative data sources, such as social media sentiment or utility bills, to assess a business's creditworthiness.

Medium · product sense and metrics

Approach

Restate the decision this analysis has to support, and who acts on the answer.
Decompose the metric into the rates that drive it, and say which one you would check first.
State what result would change your recommendation, so the answer is falsifiable.

Follow-up

Which segment would you cut first, and what would that rule out?
How would you detect that the metric is being gamed rather than genuinely improving?

Explain the difference between Precision, Recall, and F1-Score. In a fraud detection scenario, which metric would you optimize for?

Medium · product sense and metrics

Approach

State what result would change your recommendation, so the answer is falsifiable.
Restate the decision this analysis has to support, and who acts on the answer.
Fix the population and the time window before naming any metric.

Follow-up

Which segment would you cut first, and what would that rule out?
How would you detect that the metric is being gamed rather than genuinely improving?

Define an active customer for a card portfolio

Easy · denominator design · engagement · scd2

Leadership wants one weekly number for how many customers are active. You have fct_payment_authorization (auth_id, customer_id, auth_result, captured_at, amount_minor, is_reversal, channel) and dim_customer (customer_id, is_current, kyc_status, onboarded_at, closed_at). Write the metric definition you would publish: numerator, denominator, window, and every exclusion with its reason. Then name two ways the definition gives a wrong read, one that inflates it and one that deflates it, and say what you would report alongside it.

Approach

Fix the grain before writing anything. The number counts distinct customers, so the authorization table has to be reduced to one row per customer_id first; a customer with forty approvals counts once.
Build the numerator from money that actually moved: auth_result = 'approved' AND captured_at IS NOT NULL, excluding is_reversal = true and zero-amount verification authorizations. An approval that is never captured, or is reversed, has no economic content behind it.
Build the denominator from the population that could have transacted: dim_customer with is_current = true, kyc_status = 'verified', onboarded_at on or before the window start, and closed_at null or after the window start. Joining without is_current fans the type 2 history out and multiplies the denominator by the number of attribute versions.
State the window and its recompute cadence, trailing 30 days recomputed daily, and say plainly that this series is not comparable to a calendar-month version of the same definition.
Name the inflation path (recurring and subscription-only customers, and wallet top-ups, count as active with no user intent behind them) and the deflation path (a customer onboarded inside the window had less than 30 days of opportunity, and activity on products outside this table is invisible).
Pair it with a depth metric such as settled volume per active customer, so breadth cannot be reported on its own and an acquisition push cannot pass as engagement.

Worked solution (20 min)

Write the denominator query first and record both the raw dim_customer row count and the distinct customer_id count; their ratio is the fan-out factor the is_current filter removes.
Write the numerator as a distinct customer_id count over the trailing 30 days, applying the three exclusions one at a time and recording the count after each.
Compute the rate, then recompute with zero-amount verifications left in, and record the difference in basis points.
Write the two failure modes as one sentence each, naming the customer population affected by each.

Expected result: An eight-line definition: distinct customer_id with an approved, captured, non-reversed, non-zero-amount authorization in the trailing 30 days, over is_current, KYC-verified, open customers onboarded on or before the window start; accompanied by an exclusion log giving the customer count removed by each exclusion.

Verify it yourself

The numerator count never exceeds the denominator count. If it does, the numerator contains customers who are absent from dim_customer or whose only row is not the current version.
Total dim_customer rows divided by distinct customer_id is greater than one, which is the fan-out the is_current filter prevents.
Dropping the captured_at filter raises the numerator, and the increase concentrates in specific channels such as holds and verifications rather than spreading evenly. An even spread means the filter is removing the wrong rows.

Follow-up

A product team proposes counting any successful login as activity. What breaks?
The number jumps four percent overnight with no product change. What do you check first?
How would you report customers onboarded inside the window, given they had a shorter opportunity to transact?

Approval rate rose in every band yet fell overall

Medium · mix shift · simpsons paradox · segmentation

Monthly application approval rate on fct_loan_application fell from 62 to 57 percent. Cut by bureau_score band, the rate rose in every band, including the null-bureau band. Columns: application_id, channel, submitted_at, requested_amount_minor, declared_annual_income_minor, bureau_score, model_pd_12m, model_version, policy_rule_hits, decision, decided_by, decision_at. The denominator is decision in ('approve','decline'). Explain the arithmetic, quantify how much of the five-point fall is mix versus within-band movement, and say what you would tell the team that owns acquisition.

Approach

Confirm the paradox is real rather than a banding artefact. Rebuild the bands on fixed cutpoints taken from the earlier period, because quantile bands re-cut each month move with the population and can manufacture this pattern on their own.
Compute the exact decomposition rather than describing it: within = sum of w_i0 * (r_i1 - r_i0), mix = sum of r_i0 * (w_i1 - w_i0), interaction = sum of (w_i1 - w_i0) * (r_i1 - r_i0). The three terms sum identically to the change in the blended rate, so the report can state the split.
Attribute the weight change by cutting the same fixed bands by channel. Keep null bureau_score as its own band; a thin file is a population signal, not missing data to be imputed away.
Check whether the new arrivals also changed the population inside a band, by comparing requested_amount_minor and declared_annual_income_minor distributions within one band across the two months.
Deliver two numbers rather than one story: policy is looser in every band, and the funnel is being fed a different population. Those have different owners and different fixes.

Follow-up

If the new channel is profitable at its own approval rate, is the blended fall a problem at all?
How would you present this so that nobody reads the blended series unaccompanied again?
What breaks if you fix the mix by reweighting to a frozen band distribution every month?

Suggested practice checklist

Roughly 90 minutes a night on weekdays with one longer weekend block. The plan deliberately cuts scope rather than compressing everything, on the assumption that finishing one thing a night beats half-starting four.

Day 1 — Fix the scope and set a baseline

Read the role description and write the three things the loop will almost certainly test, then write an explicit not-doing list for everything else and keep it visible all week.
Take one 20-minute SQL prompt and one 10-minute metric question cold, and write the single sentence that says what blocked each attempt, since that sentence is what decides which two topics get the most evenings.
Set the week's one rule: one problem finished to completion every night, including the night you only have 40 minutes.

Deliverable: A one-page scope with an explicit not-doing list and two cold attempts, each carrying one sentence on what blocked it.

Day 2 — One query pattern, written three times

Choose the single pattern most likely to appear (a cohort retention grid, or a funnel counted by user) and write it three times from a blank file rather than editing the previous attempt.
On the third attempt, write the grain of every CTE as a comment before writing its body.
Stop at 90 minutes even if the third version is imperfect, and write the one thing you would fix with another hour.

Deliverable: Three independent versions of the same query plus a note on what changed between them.

Day 3 — Only the statistics you will be asked to defend

Write, in under 200 words, how you would decide whether a difference between two groups is real: the test, its assumptions, and what you would switch to when an assumption fails.
Compute a 95 percent confidence interval for a difference in proportions by hand on realistic numbers, then write in one sentence what changes if the two samples are paired rather than independent.
Write your answer to "what does a p-value mean", check it against a definition, and delete the version that describes it as the probability the hypothesis is true.

Deliverable: A 200-word written answer and one hand-computed interval you can reproduce under pressure.

Day 4 — One case, and the assumptions holding it up

Answer one product case aloud in 20 minutes with a recording running, then listen back with a pen and mark every claim you asserted without saying what it rested on: an assumed user behaviour, an assumed data source, an assumed baseline rate, an assumed grain.
Pick the three assumptions the recommendation actually depends on, write how you would check each one against data, and say which one being wrong would flip the recommendation rather than merely weaken it.
Write the four-step structure you used onto a card small enough to hold in working memory when you are nervous.

Deliverable: One recording, three load-bearing assumptions each with a written check, and a four-step structure card.

Day 5 — Your own work, timed

Write a 90-second version and a four-minute version of your main project, and time both out loud rather than reading them.
Prepare answers to the two follow-ups that always come: what you would do differently, and how you knew it worked.
Put one number in the first sentence and be able to say exactly where that number came from and what it excludes.

Deliverable: Two timed narratives with one defensible number in the opening line.

Day 6 — The one full rehearsal, in a longer weekend block

Run a 60-minute mock covering query work, a case and a behavioural question in a single sitting with no breaks, because sustained attention is the thing evenings have not trained.
Immediately afterwards, and before hearing any feedback, write the three moments you lost the thread.
Spend the rest of the block only on those three moments, and on nothing you merely feel shaky about.

Deliverable: Mock notes naming three failure moments with a specific fix written under each.

Day 7 — Taper

Write the 20-minute warm-up you will actually do on the morning of the interview: one query you can already write from a blank file, one metric you can define out loud, and nothing you have never seen before.
Re-read only your own notes from this week, and open no new material.
Write down the logistics: the tool you will be asked to work in, whether lookups are allowed, and the sentence you will use when you do not know something.

Deliverable: A one-page card holding the case structure, the project numbers, and the logistics.

Where your data came from

Data people depend on systems owned by other teams, and much of the job is negotiating for instrumentation, access, or a fix to a broken pipeline. Prepare an example of getting something changed upstream that you did not control. Describe what you asked for, what you traded, and how you worked while you waited.

Recommend a decision whose true outcome matures a year later

Hard · decision under censoring · leading indicators · staged rollout

An underwriting rule change must be decided in six weeks. Its real outcome, the vintage 90-plus rate at months_on_book 12 in fct_loan_performance_monthly, matures in a year. The executive wants a yes or no, not a range. Randomising the credit decision across the whole population is not available. Name the leading indicator you would accept, state its bias and the direction of that bias, define the decision rule and stopping condition before any rollout starts, and say what reading would make you recommend reversing the change.

Approach

Fix the readout before the rollout, because a readout chosen after the data arrives is a story rather than a decision rule: indicator, window, threshold and reversal condition all go in writing first.
Choose the leading indicator on its measured relationship to the matured outcome in historical vintages rather than on availability. Early delinquency, typically the share reaching dpd_1_29 or missing a first scheduled payment by months_on_book 3, is the usual candidate, and you quantify how well it predicted the 12-month rate across past cohorts.
State the bias and its direction plainly: early delinquency under-represents default that emerges later and is contaminated by servicing and payment-date effects, so treat it as a floor on risk rather than an estimate of it.
Buy identification where full randomisation is unavailable: a narrow randomised approval band around the cutoff, or a staged rollout by channel or region read as a difference-in-differences, with the parallel-trends assumption stated and checked in the pre-period rather than assumed.
Give the executive the binary they asked for with the trigger attached in the same sentence: yes, conditional on the month-3 indicator staying inside a stated band, with an automatic hold if it breaches.

Follow-up

How would you validate that the month-3 indicator predicts the 12-month outcome, and what evidence would invalidate it mid-rollout?
Compliance refuses a randomised band. What is your next-best identification strategy, and what precision do you lose by taking it?

Allocate one analyst-week across three competing risk requests

Medium · prioritisation · decision deadlines · stakeholder negotiation

Three requests land in the same week and you have one analyst-week. Payments wants a merchant-level decline teardown before a contract renewal in nine days. Credit wants a swap-set analysis on a cutoff change scheduled to ship in six weeks. Insurance wants accident-quarter loss ratios at 12 months development for a reserving review with no fixed date. Each sponsor believes theirs is first, and each has escalated before. Produce the allocation, the reasoning you would say out loud to all three at once, and what you explicitly drop.

Approach

Score each request on the decision it unblocks rather than on effort or on how loudly it arrived: what changes if it is late, and is that change reversible.
Separate deadline from value. The nine-day renewal is a hard, irreversible date with a bounded prize; the six-week cutoff has slack but a much larger downside if it ships unmeasured; the reserving number has no date but feeds external reporting, which is its own kind of hard.
Hunt for the cheap partial in each: a decline teardown restricted to the top merchants by declined value usually answers the contract question at a fraction of the full cut.
Sequence by hard date first, then by largest irreversible downside, and deliver the trade-off to all three sponsors in one message rather than three, so nobody negotiates privately against a version you told someone else.
Name what is dropped and who now owns that consequence, in writing, so the trade-off is visible rather than silently absorbed by you.

Follow-up

The credit sponsor escalates to your manager. What do you change, and what do you refuse to change?
How would you make this allocation reproducible so the next contested week is a rule application rather than a negotiation?

Retract a published number after finding a currency bug

Medium · error disclosure · minor units · process repair

Two weeks ago you published an interchange and fraud analysis that summed amount_minor across fct_payment_authorization without converting currencies. Minor units are not two decimals everywhere: some currencies carry none and some carry three, so the sum has no interpretation. A pricing decision is already in flight on the back of it. You now have corrected figures. Produce the retraction: what you send, to whom, in what order, and what you change in the process so this class of error is caught next time rather than trusted next time.

Approach

Size the error before announcing it, because saying the number is wrong without a magnitude and a direction forces every reader to assume the worst case.
Check whether the conclusion actually flips: if the ranking that drove the pricing decision is unchanged, that belongs in the first sentence beside the correction rather than buried at the end.
Tell the person acting on it first and directly, then the wider distribution, using the same text, so nobody learns about it secondhand.
Write the correction as four parts: the old number, the cause in one clause, the effect on the pending decision, and the new number. Leave out self-flagellation, which makes the reader do emotional work instead of acting.
Fix the class rather than the instance: a rule that a sum over amount_minor either groups by transaction_currency or passes through both conversion steps, exponent scaling and then a dated rate into one named reporting currency, plus a standing reconciliation of the settled subset to the settlement ledger inside each settlement_currency.

Follow-up

The corrected figures do not change the decision. Do you still send the correction, and what does that choice signal?
What automated check would have caught this, where would it live, and what would it cost in false alarms?