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Two players play a multiplying game. Each player multiplies the current number by any number from 2 to 9 (inclusive) and owns the number. The first player to reach a number larger than 1000 wins. For example, I start with number 2. I decide to multiply by 7 (I could have chosen any multiplier from 2 -9). Player B now starts with 14 and can choose any multiplier. If player B chooses to multiply by 2 the new number is 28. That is now my number for the third round. What is your strategy to guarantee that you will win?
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Infrastructure Rotational Analyst

Interviewed at Jane Street

4.4★
Nov 22, 2019

Two players play a multiplying game. Each player multiplies the current number by any number from 2 to 9 (inclusive) and owns the number. The first player to reach a number larger than 1000 wins. For example, I start with number 2. I decide to multiply by 7 (I could have chosen any multiplier from 2 -9). Player B now starts with 14 and can choose any multiplier. If player B chooses to multiply by 2 the new number is 28. That is now my number for the third round. What is your strategy to guarantee that you will win?

They asked me not to disclose specific questions, which I will respect. Remember situation-action-result structure for every answer; don't give opinions or expect much discussion. Questions appeared to have been written by committee and were all about projects you worked on - no questions that revealed leadership style/experience, business acumen or people skills despite the fact you are managing an org of 50 people. STAR interviews are fine for younger people, but they don't make much sense for senior level people as they do not give you the chance to discuss your body of work and how it is relevant to the job. I left without them having any idea how I recruit, develop and lead people, if I beat my people or whether I have any financial skills. Too bad, I would have been a perfect fit.
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Senior Manager, IT Infrastructure

Interviewed at DTE Energy

3.7★
Apr 8, 2014

They asked me not to disclose specific questions, which I will respect. Remember situation-action-result structure for every answer; don't give opinions or expect much discussion. Questions appeared to have been written by committee and were all about projects you worked on - no questions that revealed leadership style/experience, business acumen or people skills despite the fact you are managing an org of 50 people. STAR interviews are fine for younger people, but they don't make much sense for senior level people as they do not give you the chance to discuss your body of work and how it is relevant to the job. I left without them having any idea how I recruit, develop and lead people, if I beat my people or whether I have any financial skills. Too bad, I would have been a perfect fit.

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