Tell us about a time when you built or developed a team whose performance exceeded expectations.

Sample One

While working for the United States Biodiesel Board (USBB), our CEO expressed concerns about a new product in the fuel industry called a Renewable Identification Number (RIN), an esoteric renewable fuel credit that could be traded as a commodity. In a meeting with all program managers, he professed that USBB’s ignorance was costing our members money, and we needed to stop the hemorrhaging. Being comfortable with financial instruments, I quickly offered to build a RIN team to serve as the expert body for our industry.

With limited financial resources, the team was restricted to two members. It was crucial that my teammate know the biodiesel industry, be intimately familiar with fuel distribution, and have an understanding of financial markets. I recruited the director of Texas State University’s Engineering Extension program for his drive and knowledge, and our two-man team started tackling the issue.

After researching existing and proposed federal regulations, and surveying the regulatory landscape, we cultivated a thorough understanding of the RIN program, earning recognition through outreach, white papers, and speaking engagements. We became our industry’s RIN experts and are frequently consulted by the petroleum and renewable fuel industries, RIN brokers, clearing houses, and even the EPA – the writers of the RIN rules – to give our insight into how the RIN functions in the marketplace.

When the EPA drafted a new bill to increase the country’s use of renewable fuels to 36 billion gallons by 2022, the biofuels industry drew on my team’s expertise to revise the proposed RIN trading policies. Securing input from USBB’s members, my team drafted revisions that would streamline RIN trading and decrease the onus of RIN accounting on our members.

My RIN team not only acted as a tourniquet, we exceeded expectations by improving the federal RIN program and generating substantial income and savings for members. We are constantly thanked by USBB’s membership, our peers, and most importantly, our boss!

Sample Two

In 2007, as a senior member of the development group at Hammond International, I was charged with leading a four person team to redesign and develop our reconciliation module, a tool that would allow our clients to reconcile their derivative positions with other investment banks.

My first function as leader was to organize the project. I called weekly staff meetings, where the reconciliation team would discuss their efforts during the week. I outlined a clear project plan, setting deadlines for even the most mundane of tasks, and I illustrated the impact that any slippage would cause. By breaking the reconciliation project down into numerous miniprojects, I eased the tension within the team. Instead of looking at a large unknown quantity of tasks, everyone now understood what their responsibilities were. Now that the project was organized, I also needed to make sure the team was motivated. I conveyed to the group the importance of the reconciliation module within the company, and how I envisioned it becoming one of our key selling points during the pre-sales process. Everyone now began to look at our project as an opportunity to make a strong impact on the company’s bottom line. By motivating the team, I ensured a quality output from the project.

As the leader, I had the unenviable task ofmaking unpopular decisions for the group.When I saw that we were overextended, I fought to remove 10% of the original requirements. While this upset members of the product and professional services teams, I felt that there was no realistic scenario that would have us producing a quality product in the time frame unless we cut several enhancements. Ultimately, we were able to deliver the module on time, and it has quickly become one of the key selling points, generating more than $3M in revenue for the Hammond International platform. By instilling a clear roadmap, motivating the team, and making tough decisions, I was able to lead our team and ensure an on-time release of a successful product.