Had to create a presentation around Smart Bidding and strategic recommendations
Client Success Representative Interview Questions
2,748 client success representative interview questions shared by candidates
1. Why Guidepoint? 2. What has drawn you to Guidepoint over its competitors? 3. Tell me a time....
This was the first company to take an interest in my Master's Degree and asked questions about how I could apply what I learned to the role. Very Impressed!
Please tell me about yourself.
General questions nothing out of the ordinary.
What made you want to apply for this role?
When have you turned a NO into a YES?
Welcome to an example fun challenge that the Clipboard Health business faces. We hope that the information below allows you to design a specific and measurable credit process. Imagine the next step is handing your resultant document to an intern to implement, so assume most or all of the important details have to be in your plan. Context: today we extend credit to healthcare facilities (HCFs) in order to pay healthcare professionals (HCPs) as quickly after their shift as possible. As such, we underwrite risk of non-payment (both inability or unwillingness to pay, partial payments due to disputes, etc) and simultaneously underwrite risk of fraud (healthcare professionals claiming to have worked a shift when they in reality did not, claiming to have been sent home early when in reality they did not, doing a such a bad job that the facility later disputes the invoice, etc). Market payment terms 1 for HCFs tend to be net 30 2 . Our Days Sales Outstanding today fluctuates from 35 to 45. A bunch of questions come to mind about this issue, that I hope your SMART plan answers: 1. The easy part seems to be how we should think about extending credit: “give enough credit that it doesn’t hamper growth but not so much that you lose more than x% of revenue in bad debt”. But what’s x? How much credit to you grant to each HCF? All at once or in increments, and when do you know to stop? Note that at our scale we can’t depend on a human team to turn principles into specific dollars, but instead whatever underwriting system you come up with needs to be doable by a computer because we underwrite credit for thousands of customers. 2. When do we know we’ve extended too much credit? Too little? Neither, but it was to the wrong facility? (Not conceptually, but in mathematical terms) 3. What’s the revenue and LTV value and cost of each marginal dollar of credit we issue to a specific healthcare facility? If we can’t tell, what’s the most intellectually honest way of projecting? 4. How should we ensure operational excellence with the underwriting / collections / etc practice broadly? What do we audit / measure / observe? 5. ... probably more in your mind that we’re not asking.
How would you manage and grow a large account?
Why do you want to work at PayScale? Tell me about a time when you flipped a negative client opinion?
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