Frequently Asked Questions and Answers
Are you able to meet aggressive deadlines? Do you have experience doing so in the past?
Yes, frequently in the past, many of my projects had aggressive
deadlines and failure to meet them was not an option. Many of these
were large-scale, complex projects, such as RFI/RFP of Enhanced
Services Platforms (AirTouch), Field Trial of Two-Way Messaging
Systems (AirTouch Paging), Engineering and Operations of Adjunct
Platforms (PrimeCo), Trial and Launch of Pilot Beacons (Sprint PCS),
Trial and Launch of EVRC (Sprint PCS), Trial and Launch of E911
(Sprint PCS), Trial and Launch of New Infrastructure Network
Elements (Sprint PCS), RFI/RFP of NGN (Sprint PCS), Delivery of
Network Evolution Plans (Sprint PCS), etc., being just a few
examples.
Can you work under pressure?
Yes, even though I prefer to plan my works properly to avoid having
to rush. After all,
proper planning prevents poor performance.
Describe a professional skill you have developed in your most
recent job.
Carried an appropriate sense of humor with me, especially when I was
in a tight spot. Relaxed
more and got less uptight. A
part of my nervous energy came from my heart of wanting to do the
best possible job with no room for errors.
Describe a time when you had to alter your leadership style to be
more effective.
During the first four months of my employment as Manager of Network
Services with Sprint PCS, my group was seriously short-staffed and
many projects were in red. Quickly
I came to realize that the projects under my group were so broad and
that I needed to spend more time focusing on “big pictures” and
“people management” rather than on every detail of the projects,
or doing the projects myself. I
began to trust and rely on my team more, and I was there to help
define the overall SMART objectives along side with them, support
the team members, inspire them to perform, encourage them to think
out-of-the-box, and clear hurdles for them along the way if
necessary. Since I was new to the company, I did not carry any baggage,
so it was easier for me to alter my approach, plus the fact that
Sprint PCS was still in a start-up mode at the time; therefore, the
company was less structured and more into actual results and fewer
red tapes.
Describe the job you have held in the past that was most
gratifying.
All of my previous positions were gratifying for different reasons. I have learned and grown from each and every one. I will answer the question in the context of the three most
recent positions:
Sprint PCS: As a senior manager, I had the chance to meet tough
challenges right from the start. In just four short months, I turned my group around, from one
being seriously short-staffed and having many projects in red to one
being fully staffed and all projects in green. In fact, my supervisor received a promotion soon afterward
for the job well done. In this position, technically I was able to keep abreast with
most current CDMA infrastructure technologies and products from all
major manufacturers, such as Lucent, Motorola, Nortel, Samsung,
Ericsson and others, as well as plan ahead for Sprint’s network
evolution in both wireless and wireline aspects, from the air
interface to core network and other major emerging technologies. On the managerial side, I earned the reputation of being a
very fair and motivating manager who trusted his subordinates,
looked for opportunities for his people to “shine” and did not
“micro-manage.”
PrimeCo Personal Communications: My job as Engineering Manager
allowed me to assess and plan a large number of new technologies for
the company, such as new technologies for PCS Infrastructure, Adjunct Platforms, Wireless LAN,
Wireless Local Loop Applications, Mobile Internet Applications,
Location Technologies (Assessment, Engineering and Trial of AOA,
TOA, TDOA and GPS-based technologies), Smart Antenna Applications,
and Multi-Tier Cellular Networks. Also, I managed the engineering and operations of PrimeCo’s
adjunct networks, consisting of voicemail systems, Short Message
Service (SMS) systems, Over The Air Provisioning (OTAP) systems and
Prepaid systems. My job
responsibilities spanned research, planning, engineering, operations
and management.
AirTouch: As Director of Technology, I directed AirTouch’s 2-Way
Paging (NPCS) Program, its associated staff and suppliers. At this level, I managed, assessed, planned, engineered and
trailed all 2-Way Paging systems and associated technologies. My program was able to help AirTouch launch their 2-Way
Paging Network and saved AirTouch in excess of $10 millions.
Describe your previous job experience.
The sum of my previous job experience has resulted in what I believe
to be very profound yet broad knowledge in many areas of
telecommunications – fifteen plus years of cumulative experience
in research, planning, engineering, network design, product
development, network architecture, network implementation, as well
as in project and program management. I have worked in both wireless and wireline systems from the
air interfaces to core networks. I have worked extensively in CDMA, GSM, TDMA, AMPS, 2G/3G Networks, Location
Technology, Codec (13K, EVRC, SMV), Design of Cellular
Infrastructure (switches, base station controllers, base stations
and antennas), Paging Networks, Microwave Networks, AIN, B-ISDN,
Frame Relay, SS7, BICC, SIP, Switching, Transmission, Transport,
Next Generation Networks, SONET, TCP/IP, VoIP/ATM, SNMP, TFTP, HDLC,
X.25, E-Commerce & Statistics. In summary, I am a seasoned telecom and
technical manager plus engineering professional who enjoys
challenges and likes to work in different new areas and develop new
skills.
Do you like working alone or in a team environment?
I have worked extensively in both, but I prefer being in a team
environment.
Do you like working in large groups?
I have no particular preference. I enjoy leading large groups but I also feel that camaraderie
is typically stronger in smaller groups where I would be able to
know each and every team member well and interact with them
frequently.
Do you work well alone?
I do like some time alone in the early part of each day to focus on
administrative details (e.g., reading e-mail, etc.) Often I work nights myself to take care of unfinished
businesses as well.
Have you ever managed a project for your previous employer from
start to finish? What
was the result?
Yes, not just one but multiple projects simultaneously and many
times before. The
results were that I was able to deliver in high quality, either on
schedule or ahead of schedule and within budget.
Have you taken any classes since college to bring your skills up
to date?
Many technology-specific training classes and management trainings
over the past decade or so -- far too many to list in my resume.
How can you help our company be more profitable?
Generally, I believe the key to profitability is closely related to
meeting short and longer-term SMART objectives. In other words, the company must align its organizations
within to be able to recognize and translate business opportunities
to SMART objectives and execute to those objectives.
My traditional method of contributing to profitability would be to
join the organization and look for opportunities to improve
efficiency, effectiveness, processes and products. In doing so I rely on teamwork and interpersonal skills to
leverage the experience and expertise of my direct reports, my peers
and superiors.
I feel that often such opportunities are more apparent to a newcomer
because he/she doesn't carry heavy political or organizational
baggages that typically accumulate after years of working in the
same culture.
I would subsequently draw upon my years of work experience to
identify realistic opportunities for improvement and incremental
changes that could potentially bring in large gains for the company
in the future. I would
provide the senior management with summaries of my findings and
suggestions to lay out the plans and achieve the desired changes.
I also believe that suggestions and proposed changes should bubble
up from working levels of the organization and from individuals who
worked and faced the actual issues day-in and day-out. It is usually the people closest to a problem, who would have
the best grasp of the details and of how to solve it.
I was schooled in the principles of TQM (Total Quality Management)
and always encourage my team members to strive to find ways to work
effectively (doing things correctly the first time) and efficiently
(getting things done fast and with the least amount of
energy/resource).
How do you go about making important decisions?
Decisions must be fact-based. I
gather related facts from all sources, determine the possible
outcomes and tradeoffs of various alternative decisions and either
make or recommend a decision based upon the most accurate and
complete information.
How do you handle change?
Like others, sometimes I welcome it because I can immediately see
the value. Other times
I needed more time to get the facts especially when I felt that
would make a situation worse, not better. Clear communication is a key to align the organizations with
the change that is about to come.
How do you maintain your composure when you are in the hot seat?
I would apply an appropriate sense of humor to ease my own tension. I would listen to others for reasons, suggestions and
constructive criticisms, seeking a 360-degree feedback if possible. I would not hesitate to accept responsibilities and take
actions to correct the situation and resolve the problem. I try to exercise patience and try not to act
"defensive.”
How do you measure the success of your work?
I measure success in different ways:
One is financial. I
believe if I help a company become more profitable and successful I
should be rewarded with the benefits too. The money allows me to enjoy a lifestyle of my choosing.
Another is recognition and respect. I work hard to earn the recognition and from my subordinates,
peers and superiors. As
a result, I have a large number of positive references from my
former supervisors and colleagues. I let my results speak for me. It is gratifying to feel that the people around me value what
I do and I can be a positive role model.
Finally, I also measure my own success by the amount of positive
feedback I received from my superior, my customers, my peers and my
subordinates. If they
are not happy with my performance or my team’s then I have failed
in some way.
How do you usually handle criticism?
It depends upon the source of the criticism. If it is backed by facts, then I would appreciate it and find
ways to improve and do my best not to make the same mistakes again. Sometimes, I might ignore it unless it is backed up by
unambiguous facts, because I realize that I may not be able to make
everyone happy all the time.
How have your technical skills been an asset?
Since the very first stage of my career, I have been
detail-oriented, thorough, methodical and factual. I am also a fast learner who enjoys doing various new
projects in order to soak up new knowledge and expand my horizon. Over the years, I have worked on digital radio systems,
microwave systems, basic exchange radio systems, cellular network,
personal communications systems, telephony, broadband networks,
switching systems, transmission systems, transport networks, NGN,
intelligent networks, adjunct platforms, enhanced services
platforms, paging networks, location technology, smart antenna
technology, VoIP, coding techniques, etc. in planning, engineering,
design, product development, implementation, testing and operations
areas. In summary, I
would say that I have a profound and broad knowledge of most if not
all aspects of telecommunications. My technical skills enable me to get on board any complex
technical project very quickly, identify the scopes and problems,
create a detailed and thorough project plan and execute according to
the stage/gate objectives set forth. Quite often when I began a project, I might not be familiar
with the technical details involved, but with my experience, I could
very quickly understand the problem, determine solution alternatives
and concoct a detailed project plan. Very soon I became the subject matter expert. I have mentored others in many occasions as well.
How much experience have you had with computers?
My first personal computer was the Radio Shack TRS-80 with 16KB
memory and Basic Programming in 1980. Since then, I have used computers extensively in both
personal computers and mainframes in the following OS environments:
Windows, DOS, Mac OS, UNIX and VMS. My software programming skills include the following: Pascal, Fortran, Assembly, QuickBasic, C, ASP, HTML and ASP
(for Web Applications and Development). My favorite and daily use of software packages are typically
MS Office, MS Projects, MS Outlook, Visio, MS Explorer, etc.
How would you define "leadership" How would you rate
yourself as a leader?
I define "leadership" as being able to have the vision to
see the “big picture” clearly, understand the mission of the
company and organizations, get the facts (but not necessarily every
detail) straight, set SMART objectives to achieve measurable
results, build the right team, delegate appropriate functions and
tasks, inform key parties of status and progress, empower the people
to get the jobs done right, recognize and award people according to
their merits, and also serve as a positive role model and mentor.
The difference between leaders and managers is that leaders do not
set limits on themselves. Adhering to what I just described, I
believe that I am an effective leader.
How would you describe your philosophy about management?
Management is primarily two things against a certain timeline –
Management of Resources and Management of Tasks. People are the most important resource for a company. Management should recognize that and walk the talk. As I described in the answer above, in order to serve the
management function well, a good manager should understand the
mission of his/her organization, get the facts straight to make
decisions, set SMART goals and objectives to achieve measurable
results, build the right team if it is not there yet, delegate
appropriate functions and tasks, inform key parties and senior
management of status, progress and issue resolutions, empower the
people to get the jobs done right, recognize and award people
according to their merits, and simply WALK THE TALK. Every
management decision should be based on facts, not emotions and
favoritism (I have seen these happened before). As Isaac Newton said: "If I have seen further than other
men it is only because I have stood on the shoulders of
giants." I
personally have seen many managers who are drowning in narcissism
and pride.
How would you rate your communication skills?
Very excellent and effective. Others
view my communication skills as above expectation.
Tell me about a past achievement that you were proud of on your
last job.
I had done a large number of things that I was proud of on my last
job because first of all, I took pride of my work and strive to work
effectively (doing the right things) and efficiently (getting things
done quickly) and constantly seek opportunities to go above and
beyond as well. I had
delivered all of my commitments in high quality and either
on-schedule or ahead of schedule. In particular, I was able to turn my group around in just
four months since I joined the company. My group had gone from a group that was seriously
short-staffed and having many projects in red to a group that was
fully staffed and all projects in the green status. It was gratifying to see that what I had applied on the job
worked out so well. Of
course, a part of the sacrifice was many late night works.
Tell me about any honors or awards that you have received in the
past.
I have received a number of awards and a promotion based on
performance excellence. I
received a promotion to become Director of Technology at AirTouch
Paging after one year of joining AirTouch.
Tell me how you would handle multiple projects in the job.
I am very experience in managing multiple projects simultaneously. The key to successfully managing any project is to stay
focused on the targets but make use of good "peripheral
vision" to recognize when a key element or inter-dependency is
in jeopardy. Good
documentation is important as well. Depending on my position at the time, I would use various
methods to ‘divide and conquer’ the projects. Also, I would rely on good project tools such as MS Projects
and Documentum to plan and track projects.
What are your strengths?
In addition to my broad technical knowledge and experience, my
strengths are in Management (people, project and program),
Team-Building, Leadership, Systemization, Communication (oral and
written presentations), Planning, Strategic Vision and Customer
Focus.
What are your weaknesses?
I could exercise more patience to those who did not perform at the
level that I expected. I
could be more diplomatic in some of my approaches in the past and I
did not have to be such a straight shooter. I could have networked more.
Describe one incidence from your last job where you had to
resolve a conflict.
In every situation, I tried to work with people as much as possible. Often we came to a consensus and a solution after getting all
the facts, roles and responsibilities straight. At one time, Sprint’s Network Operations did not want to
product MOPs for change implementation in the network any longer,
saying that they now had a changed process. I, as a senior manager on the planning side, explained to
them that MOPs should be produced by Network Operations with inputs
from the vendors since they dealt with the actual equipment in
operations, but they insisted on the process change and did not want
to compromise. The
affected projects were in jeopardy of being delayed. After a few more exchanges with no avail, I decided that I
had exhausted my level of negotiation and escalated to my
management. As a
result, the Vice Presidents, Directors and Managers had a heated
debate at several meetings. Afterward,
I summarized the discussions and proposed a solution. Quickly it was adopted with just a minor revision. I also recorded the joint decision and changed process in
writing.
Tell me one of your pet peeves.
Slow drivers in the fast lane so to speak. My time is valuable. The fact that their time apparently is
not or whatever their hesitation might be or why they choose to work
slowly isn't my problem. They
need to get in the slow lane where they belong. I agree that you either lead, follow or get out of the way!
Tell me something about yourself that I didn't know from reading
your resume.
I am a professional ballroom dance instructor as well, having taught
in over ten years. I am
confident and mix well in all social situations.
What aspects of your job do you consider most crucial?
At this point of my career, I would say that bigger pictures and
management skills are more crucial than technical details in a
small, particular area, since I would like to advance my career in
technical management and being a project leader, even though I am
resourceful enough to be able to get all the details in any area. On my recent jobs, I had to delegate more and act more as a
mentor and a coach to my subordinates and team members.
What did you like most about your last job?
Meeting a lot of new people from other organizations, such as
Marketing, Engineering, Field Operations, Contract Management and
Legal. Many of who
became my internal customers.
What did you not like most about your last job?
The delay and hesitation of the Senior Management to reach a
business decision on Wireless Priority Service, even after the facts
and proposal had been presented.
What has motivated you the most to become what you are today?
My desire to learn and improve.
What makes you unique and why should we hire you over any of our
other candidates?
I have a clear vision and understand my job. I possess a broad technical and cultural background. I have a naturally effective personal style when it comes to
managing people and cultivating their loyalty. My subordinates usually liked me and trusted me. I made it fun for my people to work in my group and interact
with me. As a manager,
I supported my people and did not fail to clear hurdles for them
quickly. I took charge
of my empowerment and use it to achieve above and beyond. I think that I have a sound understanding of what leadership
is, at least in the business world, and I always remind myself to
WALK THE TALK. My
communication and interpersonal skills are excellent. Technically I am experienced and comfortable enough to tackle
any complex project.
What new skills or ideas do you bring to the job that other
candidates aren't likely to offer?
Multi-cultural engineering and operating experience. In addition to English, I speak, read and write Chinese
(Cantonese and Mandarin) and Vietnamese equally well.
What one word/phrase best describes you?
Focused and no-nonsensed.
What prompted you to choose your current career?
First, technology excites me. It
is the applications of the laws of nature, and I love the logics
within. Also, I think
that it is meaningful to be a part of enriching people’s lives
through telecommunications and new technologies. Besides, my career path has rewarded me with both financial
and professional successes.
What would you like to accomplish that you weren't able to
accomplish in your last position?
I would like to earn a place for an even greater decision-making
role with more responsibilities. I have been preparing myself toward that goal.
What would your colleagues tell me about your attention to
detail?
My management roles in the last few employments did not allow me to
pay attention to every little details of the projects at times,
since I once had a peak staff count of fourteen. However, I believe in double-checking my works even my most
trivial email responses to assure good quality. In reviewing works of my own and others, my experience allows
me to quickly pinpoint some of the key contents that others might
have missed.
Why did you leave your last job?
I wanted to explore another business opportunity.
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