If you’re in the running for a high level technical role, especially one in leadership, you’re likely to encounter this deceptively tricky question:
What changes would you make if you came on board?”
At first glance, this seems like a perfect opportunity to showcase your expertise, share your vision, and demonstrate how you can make an impact. But be careful—this question can be a trap.
Why This Question Can Derail Your Candidacy
No matter how experienced or knowledgeable you are, it’s impossible to know exactly what changes should be made in a new role before fully understanding the company’s challenges, team dynamics, technical debt, and strategic priorities.
If you jump in with sweeping recommendations too early, you risk coming across as someone who:
✅ Shoots from the hip without assessing the full picture.
✅ Undermines the existing team by implying their current approach is flawed.
✅ Assumes solutions without understanding organizational constraints, whether they’re technical, financial, or cultural.
Even if you have a solid understanding of the company’s pain points from the interview process, it’s crucial to approach this question with humility and a methodical mindset.
The Best Way to Respond
Instead of rushing to prescribe changes, position yourself as someone who takes a data-driven and collaborative approach. A strong response acknowledges the importance of learning before leading.
Example Answer (Tailored for a Senior Technical Role)
“Well, I wouldn’t be a very effective engineer (or technical leader) if I suggested changes before fully understanding the architecture, processes, and team dynamics. If I were to join, my first priority would be to conduct a thorough assessment—speaking with key stakeholders, reviewing the current technical stack, and identifying areas where engineering or operational efficiencies can be improved.”
“From what you’ve shared so far, it sounds like some of your biggest challenges include reducing cloud costs, improving developer velocity, and addressing legacy system dependencies. Are these your primary concerns? If so, I’d be happy to share some of my past experiences in tackling similar challenges and discuss how my approach might align with your needs.”
Why This Works
✅ Shows Strategic Thinking – You acknowledge the need for deep discovery before taking action.
✅ Builds Trust – You demonstrate respect for existing efforts and avoid alienating the team.
✅ Encourages Dialogue – Instead of making assumptions, you verify the company’s top concerns and position yourself as a partner in solving them.
✅ Highlights Relevant Experience – Without making premature recommendations, you subtly connect your past successes to their current challenges.
Final Thoughts
Hiring teams don’t just want problem solvers—they want leaders who can build consensus, respect institutional knowledge, and make informed decisions. The best way to answer this question isn’t by listing changes you would make, but by explaining how you would approach identifying the right changes.
How have you handled this question in your interviews? Drop your thoughts in the comments!