Review the evidence signals before interviewing. Then use the anchored descriptions—not instinct alone—to choose the score that best matches each answer.
01
Evaluation factor
Record of outcomes
35% weight
Check what their team actually shipped: warehouse migrations (Redshift to Snowflake, BigQuery), Airflow or Dagster pipeline fleets, SLA uptime, freshness targets, and cost per query reductions.
Evidence to listen for
Names organisations, budgets, and headcount they were actually accountable for
Gives outcomes with numbers, not initiatives with adjectives
Separates what they drove from what the market or a predecessor did
Can describe something they owned that failed
Five-point scoring guide
1
Poor
Titles and initiatives only; no accountable outcomes.
2
Needs Improvement
Claims results the organisation would have had anyway; no scope clarity.
3
Satisfactory
Real accountability with some numbers; attribution occasionally generous.
4
Very Good
Clear scope and measured outcomes, including an honest failure.
5
Excellent
Names specific platform deliverables with before and after numbers on pipeline latency, data freshness SLAs, and monthly warehouse spend.
02
Evaluation factor
Strategic judgement
25% weight
Probe how they chose between batch and streaming, build versus buy on Fivetran or Airbyte, lakehouse versus warehouse, and when they deliberately paid down data debt.
Evidence to listen for
Explains a decision where the options were genuinely close and the information incomplete
Can say what they chose not to do and why
Distinguishes a bet from a certainty
Changes course on evidence rather than defending a position past its life
Five-point scoring guide
1
Poor
Frameworks and slogans; no real decision they can walk through.
2
Needs Improvement
Describes decisions made elsewhere; cannot state the trade-off.
3
Satisfactory
Sound judgement on familiar decisions; less tested on ambiguous ones.
4
Very Good
Walks a genuinely close call, states what they gave up, and changed course on evidence.
5
Excellent
Explains a platform bet with the constraints, the option rejected, and how the decision held up eighteen months later.
03
Evaluation factor
Building and leading teams
25% weight
Assess hiring and retention of data engineers and analytics engineers: on-call rotations for pipeline breakage, levelling, code review norms, and how they handled an underperformer.
Evidence to listen for
Has hired, developed, and where necessary removed people
Names someone who grew under them and what they did to cause it
Handles an underperformer directly rather than waiting it out
Builds a team that functions when they are not in the room
Five-point scoring guide
1
Poor
No real people leadership; avoids difficult personnel decisions.
2
Needs Improvement
Managed a team but cannot describe developing or exiting anyone.
3
Satisfactory
Competent manager; development is informal.
4
Very Good
Demonstrable record of growing people and handling underperformance directly.
5
Excellent
Describes concrete team growth, a sustainable on-call model, and named engineers they promoted or coached through defined gaps.
04
Evaluation factor
Influence across the business
15% weight
Test how they negotiate with analytics, product, and finance over data contracts, roadmap conflicts, governance rules, and pushback on ad hoc extract requests.
Evidence to listen for
Wins support from peers and boards without positional authority
Translates their function into terms the rest of the business cares about
Delivers unwelcome news early
Manages up without either capitulating or stonewalling
Five-point scoring guide
1
Poor
Relies entirely on authority; conceals bad news.
2
Needs Improvement
Struggles to influence peers; communicates in function-specific jargon.
3
Satisfactory
Works adequately with peers and leadership.
4
Very Good
Persuades peers and boards on merit and delivers bad news early.
5
Excellent
Cites a case where they changed a stakeholder's plan using cost or lineage evidence, and kept the relationship intact.
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