The Data Scientist role at adsquare is a pivotal function that sits at the intersection of complex data engineering and strategic product development. You will be responsible for extracting actionable insights from massive, high-velocity datasets to drive decisions within the programmatic advertising ecosystem. By translating raw data into robust models and clear product metrics, you enable the company to optimize its audience targeting and measurement capabilities.
This role is critical because adsquare operates at a scale where technical precision directly correlates with business performance. You will engage with challenging problems—such as processing diverse data sources and building scalable ML solutions—that directly influence how advertisers connect with their audiences. It is a fast-paced environment that demands both academic rigor in statistical methods and a pragmatic, product-focused mindset to deliver real-world impact.
Technical Screening
reportedMuch of what gets scored here happens out loud while you type. Nobody can see your reasoning inside a half-written query, so five silent minutes read as being stuck even when they are not. State the plan in plain language first: which tables, what grain you are aggregating to, and the one filter that defines the population. Then write it. The narration doubles as insurance, because a wrong plan gets caught early and cheaply while a wrong query gets caught at the end with no time left to redo it. A timed statistics section, where one exists, is a separate test with its own clock.
What to demonstrate
- Whether the query you write matches the plan you just described
- What you do with a hint, meaning whether the correction gets absorbed or the first approach gets defended
- Whether you can debug your own wrong output by reading the result set and naming which part of the query produced the anomaly
How to prepare
- Solve three problems while screen-sharing into a recording, then watch it back and mark every stretch longer than thirty seconds where you said nothing
- Practise compressing the plan into one sentence before typing, then check afterwards whether the finished query actually matched it
- Time yourself on statistics questions that carry a business reading, such as what a confidence interval does and does not claim, rather than re-reading notes without a clock
Collaborative Evaluations
reportedA handful of shapes account for most of what gets asked in this format: a ranking or deduplication inside groups, a running or rolling total, a period-over-period comparison, and a cohort tracked forward over time. Recognising the shape quickly is most of the speed here; deriving it from scratch while a clock runs is where the time goes. Know that a window function keeps every row while a GROUP BY collapses them, and know which one the question needs. If the exercise is in Python instead of SQL, the same shapes arrive as groupby with transform, shift and merge, and the same grain mistakes are available.
What to demonstrate
- Whether you reach the right construct without a detour, such as ROW_NUMBER over a partition to deduplicate instead of a self-join against a MAX subquery
- Whether you know what your window frame actually is, since adding ORDER BY inside OVER changes the default frame and silently changes a running total
- Whether the thing runs. A near-miss that throws an error scores below a plainer query that returns the right rows.
How to prepare
- Write each of the four shapes once from memory against a small schema and keep the working version somewhere you will reread it: dedupe with ROW_NUMBER, a running total, a month-over-month change with LAG, and a retention table
- Compute one running total twice on data with tied timestamps, once on the default frame and once with ROWS BETWEEN UNBOUNDED PRECEDING AND CURRENT ROW, and look at where the two disagree
- If Python is on the table, rebuild the dedupe and the running total with groupby and cumsum, then assert the two implementations return identical rows
PracHub editorial advice for the preparation topics above.
Counting on an identity key that changes underneath the metric
visitor_id is per browser and per device, and it resets on cookie clearance, private browsing and platform privacy changes, so the distinct-visitor count drifts upward for reasons unrelated to reach. Any rate with visitors in the denominator therefore decays over time even when behaviour is constant, and any rate with visitors in the numerator inflates. The stitching at signup makes it worse in both directions: a user who signed up on mobile and returns on desktop is two visitors and one user, while a shared device is one visitor and several users. Decide which key each metric is counted on, write it into the definition, and when comparing a period before and after a platform privacy change, expect a level shift in every visitor-keyed metric and do not attribute it to the product.
Treating last-touch attribution as the causal value of a channel
The attribution label on dim_user is the output of a rule that assigns full credit to whichever touch happened to be recorded last inside a lookback window, and that rule systematically rewards channels that sit close to the conversion, especially branded search and retargeting, which largely intercept demand that already existed. Reallocating spend on those labels moves budget toward the channels that are best at being last, which is why attributed return on ad spend often improves while total signups do not. Nothing in the touchpoint data can settle this, because the counterfactual of not running the channel was never observed. The credible reads are a geo holdout or a scheduled pause, sized in advance on the total-signups metric rather than on the attributed one, and the honest framing in the meantime is that the label describes correlation with conversion and not incremental contribution.
Reading experiment results before checking the arm split
Compare observed arm counts against the intended allocation ratio, not an assumed even split, and set the alarm far below the conventional 0.05: at 0.05 roughly one healthy experiment in twenty trips it, which is why sample-ratio checks usually run at p < 0.001 or stricter. The test's power scales with sample size, so it misses a real diversion on a small experiment and fires on an imbalance too small to move the estimate on a very large one. A flag means go find the assignment or logging fault before reading any outcome, not report a mismatch.
Averaging per-user rates to produce a population rate
Decide which quantity you want: the mean of per-user ratios and the ratio of summed numerator to summed denominator are different estimands, and heavy users dominate one but not the other. For a ratio metric, aggregate numerator and denominator separately and use the delta method for its variance.
Choose a category, try a prompt, then open its approach, worked solution or follow-up when you need it.
How do you balance model accuracy with the need for low-latency delive…
How do you balance model accuracy with the need for low-latency delivery in an ad-tech environment?
Approach
- Frame the prediction: the label, the moment of prediction, and the action it triggers.
- Check what information would not exist at prediction time, and exclude it.
- Say how the offline result would be validated online before it is trusted.
Follow-up
- How would you choose the decision threshold, and who owns that choice?
- Where could label leakage enter this setup?
Walk us through a model you deployed; what were the primary challenges…
Walk us through a model you deployed; what were the primary challenges in production?
Approach
- Say how the offline result would be validated online before it is trusted.
- Frame the prediction: the label, the moment of prediction, and the action it triggers.
- Pick an evaluation metric that matches the cost of each error type, not a default.
Follow-up
- What would you monitor after launch to know the model is still valid?
- How would you choose the decision threshold, and who owns that choice?
Implement seven-day activation from its written definition
Implement the seven-day activation rate. Inputs: dim_user with user_id, account_created_at_utc and is_internal; fct_event with user_id, occurred_at_utc and is_core_action. A user activates when core-action events carrying a non-NULL user_id fall on at least two distinct UTC dates inside [account_created_at_utc, account_created_at_utc + 7 days). The denominator is every non-internal user whose account_created_at_utc lands in the cohort week, including users with no events at all. Return one row per cohort week with numerator, denominator and rate, publishing only weeks whose last signup is at least eight days old.
Approach
- Build the denominator first, from dim_user alone, filtered on is_internal = False. Deriving it from the join is the standard way to lose every user who never fired an event, which is exactly the population the metric is about.
- Join events to users on user_id with a left join from the user side, then apply the window as a half-open interval: occurred_at >= created AND occurred_at < created + 7 days. The right bound is exclusive, so an event at exactly created + 7 days does not count.
- Count distinct UTC dates per user, not distinct events. Floor occurred_at_utc to date before the nunique, and do it in UTC rather than local time so the threshold does not move with the user's country.
- Apply the >= 2 threshold, aggregate to cohort week, and compute the rate by re-summing numerator and denominator per week rather than averaging any per-user or per-day rate. Fix the week anchor explicitly: cohort_week is the Monday of the signup week in UTC, which is what Postgres DATE_TRUNC('week') returns and what any SQL version of this metric will produce. In pandas, subtract dt.weekday days from the floored timestamp. If you reach for periods instead, the anchor that matches is to_period('W') (equivalently 'W-SUN'), whose weeks end Sunday and therefore start Monday; to_period('W-MON') labels weeks that end on Monday, so it runs Tuesday through Monday and its start_time is a Tuesday. Mixing the two shifts every cohort label by one day and silently moves Mondays into the previous week.
- Suppress immature weeks: drop any cohort week whose maximum account_created_at_utc is within 8 days of the data cut, and return them as absent rather than as a partial number.
Worked solution 30 min
- users = dim_user[~dim_user.is_internal].copy(); created = users['account_created_at_utc']; users['cohort_week'] = created.dt.floor('D') - pd.to_timedelta(created.dt.weekday, unit='D'), which is the Monday-start week. The period spelling that agrees with it is created.dt.to_period('W').dt.start_time; 'W-MON' does not agree and is off by a day.
- ev = events[events.is_core_action & events.user_id.notna()]; merge onto users on user_id with how='inner' for the numerator side only.
- Filter to the half-open window, add ev_date = occurred_at_utc.dt.date, group by user_id and count distinct dates, keep users with >= 2.
- numer = users.merge(activated_user_ids, how='left', indicator=True) then group by cohort_week and sum the indicator; denom = users.groupby('cohort_week').size().
- rate = numer / denom; drop weeks where users.groupby('cohort_week')['account_created_at_utc'].max() > data_max - 8 days.
Follow-up
- The threshold is 2 distinct days. What changes in the reported history if someone moves it to 3, and how would you publish that change?
- Invited seats and SSO-provisioned users have no pre-signup session. Should they be in this denominator at all, and what does including them do to the rate for sales-assisted accounts?
- How would you produce the same metric at account grain, and which of the two would you put on the dashboard?
Walk us through your approach to optimizing a slow-running SQL query.
Walk us through your approach to optimizing a slow-running SQL query.
Approach
- Compute rates by summing numerator and denominator separately, never by averaging rates.
- State the window function and its partition and ordering out loud before writing it.
- Check whether any join is one-to-many before aggregating, or the sums inflate.
Follow-up
- What breaks if events arrive late or out of order?
- How does the query change if the join becomes one-to-many?
Given a user activity table, write a query using SQL window functions …
Given a user activity table, write a query using SQL window functions to calculate the moving average of ad impressions over the last 7 days.
Approach
- State the window function and its partition and ordering out loud before writing it.
- Say which table is the grain you start from, and join outward from it.
- Compute rates by summing numerator and denominator separately, never by averaging rates.
Follow-up
- How would you verify this result without re-running the same query?
- What breaks if events arrive late or out of order?
Paying accounts with no active seat in 28 days
dim_account holds account_id, account_type, lifecycle_status, seats_licensed. fct_event holds account_id, user_id, occurred_at_utc, is_core_action, and its account_id is NULL for every signed-out and pre-signup event. Find accounts with lifecycle_status = 'active' and account_type <> 'internal' that had no distinct user complete a core action in the trailing 28 days. Return account_id, seats_licensed and days since that account's most recent core action, with NULL where the account has never emitted one. Order by seats_licensed descending.
Approach
- Build the recent-activity set first: fct_event rows with is_core_action = TRUE, occurred_at_utc >= now() - interval '28 days', and an explicit account_id IS NOT NULL. Making the NULL exclusion explicit in the CTE is what lets you reason about the anti-join afterwards.
- Express the exclusion with NOT EXISTS (correlated on account_id) or a LEFT JOIN with an IS NULL guard. Do not use NOT IN against this column: it is nullable, and SQL's three-valued logic turns the whole predicate UNKNOWN, returning zero rows.
- Compute last-seen separately as MAX(occurred_at_utc) per account over all history, LEFT JOINed on, so an account that has never emitted a core action (NULL) is distinguishable from one that went quiet six weeks ago. Those two cases have different causes and different owners.
- Rank by seats_licensed, or better by the account's current mrr_cents_constant_fx if you are allowed the subscription table, because a silent fifty-seat account is a renewal conversation and a silent one-seat account is noise.
- Before shipping, check whether the never-seen group is a cluster by signup date or surface. A block of accounts with no events at all is usually an instrumentation gap, not a set of customers who stopped using the product.
Worked solution 25 min
- Count NULL account_id rows in fct_event over the window so you know the trap is live in this data rather than hypothetical.
- Write the active-account spine and the 28-day activity CTE.
- Write the anti-join with NOT EXISTS, then deliberately run the NOT IN version and record that it returns zero rows.
- Add the all-time MAX(occurred_at_utc) LEFT JOIN and derive days_since as a date difference.
- Split the output into 'quiet' and 'never seen' and eyeball the never-seen group for a shared signup window or surface.
Follow-up
- How would you distinguish a genuinely idle account from one whose events lost their account_id after an instrumentation change?
- Would you count on fct_event.account_id or resolve user_id through dim_user instead, and what does each choice miss?
- Licensed-seat utilisation is the continuous version of this. How would you turn this boolean into that ratio?
How would you design a metric to measure the success of a new audience…
How would you design a metric to measure the success of a new audience targeting feature?
Approach
- State what result would change your recommendation, so the answer is falsifiable.
- Name one primary metric, then the guardrail that stops it being gamed.
- Decompose the metric into the rates that drive it, and say which one you would check first.
Follow-up
- What would you do if the primary metric and the guardrail moved in opposite directions?
- How would you detect that the metric is being gamed rather than genuinely improving?
If you noticed a sudden drop in a key product metric, how would you go…
If you noticed a sudden drop in a key product metric, how would you go about diagnosing the root cause?
Approach
- Fix the population and the time window before naming any metric.
- Restate the decision this analysis has to support, and who acts on the answer.
- Name one primary metric, then the guardrail that stops it being gamed.
Follow-up
- Which segment would you cut first, and what would that rule out?
- How would you detect that the metric is being gamed rather than genuinely improving?
What are the most common pitfalls you encounter when designing A/B tes…
What are the most common pitfalls you encounter when designing A/B tests for product features?
Approach
- Say whether units interfere with each other, and switch design if they do.
- Decide the analysis before seeing data, including how long it runs and when you look.
- State the primary metric and the minimum effect worth shipping, then size the test.
Follow-up
- What would you conclude if the result is positive but the test is underpowered?
- What would you do if you could not randomise at all?
What are the risks of "peeking" at your A/B test results before the ex…
What are the risks of "peeking" at your A/B test results before the experiment is complete?
Approach
- Name the guardrails that would stop a launch even on a positive primary result.
- State the primary metric and the minimum effect worth shipping, then size the test.
- Decide the analysis before seeing data, including how long it runs and when you look.
Follow-up
- What would you do if you could not randomise at all?
- What would you conclude if the result is positive but the test is underpowered?
Define success for halving the free trial length
A proposal cuts the free trial from 30 days to 14. Trial-to-paid conversion is defined on fct_subscription_period: numerator, subscription_id whose first row with is_first_paid_period = TRUE has period_status IN ('active','past_due') and period_start_utc no later than 14 days after trial end; denominator, subscription_id whose first row has period_status = 'trialing' and period_start_utc in the cohort week. dim_account (account_id, account_created_at_utc, signup_surface) is also available and joins to fct_subscription_period on account_id. Explain why conversion rate alone cannot decide this, define the metric that can, and state the horizon and lag your readout needs. Deliverable: the decision metric and the readout schedule.
Approach
- Show the incomparability numerically before arguing about it: at a fixed calendar readout date, a larger share of the 14-day arm's cohorts have completed trial end plus 14 days plus settlement, so the short arm leads mechanically and the lead shrinks as both arms mature.
- Fix the censoring first, and do not mistake a rescaling for a fix. The given conversion rate already has trial starts as its denominator, so 'paid accounts per 1,000 trial starts' is that same ratio multiplied by 1,000 and answers nothing new. What the censoring needs is a fixed cohort age: read both arms at account_created_at_utc plus 60 days, which clears the long arm's full 30 + 14 + 3 = 47-day path to a settled first payment, so neither arm is censored at readout.
- Then move the denominator upstream, which is a separate fix and the only one that catches a higher share of a smaller population: paid accounts per 1,000 dim_account rows created in the cohort week. Precondition — this diverges from the conversion rate only when trial length is visible before the trial starts, on pricing pages, in ads or in the signup flow. If the arms are assigned at trial start and nothing upstream differs, trial starts per 1,000 new accounts is equal across arms by construction and the two metrics are the same comparison rescaled. Report that ratio per arm and say which regime you are in rather than assuming one.
- Add the leg neither denominator can see: a shorter trial converts users who had less time to reach activation, so read month-3 gross revenue churn and week-4 retention of the converted cohort, and read activation at trial day 7 to see whether the converted population changed composition.
- Audit 'past_due' before comparing, since the definition counts it as converted: report the rate with and without it per arm, because a gain that sits entirely inside past_due is a billing artefact rather than a conversion effect.
- Be explicit that the twelve-month consequence is not observable inside a planning cycle: pre-register that the decision is made on the 60-day metric, that the twelve-month cohort read will be published as a check, and what action follows if the two disagree.
Worked solution 35 min
- Tabulate, at a fixed calendar readout date, the share of each arm's cohorts that have completed trial end plus 14 days plus 3 days of settlement, and show the gap.
- Define the decision metric as paid accounts per 1,000 dim_account rows created in the cohort week, evaluated at account_created_at_utc plus 60 days for both arms, and write the 30 + 14 + 3 = 47 arithmetic that justifies 60 as the common clock.
- Report trial starts per 1,000 new accounts per arm beside it, so the reader can see whether the upstream denominator is doing any work in this test or whether it is arithmetically pinned to the conversion rate.
- Compute the earliest honest readout date from the enrolment window: 60 days after the last account creation in the window plus a 3-day settlement lag, with no partial-cohort comparison permitted before it.
- Add the quality leg: month-3 gross revenue churn, week-4 retention of converted accounts, and day-7 activation per arm.
- Report the conversion rate with and without past_due per arm, and state which version the decision uses.
Follow-up
- What happens to a user who would have converted on day 20, and how would you detect that population in the data?
- The short arm has lower day-7 activation but higher conversion. Reconcile those two facts into one story.
- What randomisation unit do you use here, and what goes wrong with the obvious alternatives?
Decide whether a one-day core-action drop is real
A daily dashboard counts distinct fct_event.user_id with is_core_action = TRUE, filtered on occurred_at_utc, and is read at 09:00 UTC. This morning it shows yesterday down 22% against the day before. fct_event is partitioned on received_at_utc. You have fct_event, fct_session and dim_user with thirteen months of history. Deliver a one-paragraph verdict, escalate or do not escalate, with the evidence that settles it, before anyone proposes a product hypothesis.
Approach
- Identify which two weekdays the comparison actually spans, then pull the same weekday-pair transition for the last 52 weeks and place the observed 22% inside that distribution. A day-over-day comparison in a product with a weekday pattern is a comparison of two different populations, so the reference class is the same transition historically, not the prior day.
- Measure partition completeness rather than assuming it. For each of the last 30 days compute the share of that day's occurred_at_utc rows that had landed by 09:00 UTC the following morning, split by surface; mobile clients buffer events offline, so the freshest partition is systematically short and the shortfall is not uniform across surfaces.
- Recompute the same series keyed on received_at_utc. If the drop survives on both keys it is not a lateness artefact; if it exists only on occurred_at_utc it is the partition filling in.
- Check the two exclusion flags before segmenting anything: a change in is_bot_flagged coverage or a batch of is_internal accounts entering or leaving moves a distinct-user count with no user behaviour behind it.
- Only if the movement survives all of the above, begin the segment decomposition. Say explicitly in the verdict which of these four checks the movement passed, so the next reader does not repeat them.
Follow-up
- What publication lag would you set for this dashboard, and how would you derive the number rather than pick it?
- If you switch the metric to received_at_utc, what does that break for anyone comparing to historical figures?
- How would you detect the same problem automatically, so a human does not have to notice it each morning?
Instead of guessing where the week should go, day one measures it under a fixed rubric and allocates the remaining hours in proportion to the gaps. The method is deliberately rigid: the allocation is written down before any studying starts and is not renegotiated when a topic turns out to be unpleasant.
Prepare, practise & reflect
One practical outcome each day. Spend longer where you need it.
0 / 7 done01Diagnostic, scored before you study anything
- Sit a 100-minute timed diagnostic in four blocks: 30 minutes of SQL across three prompts, 25 minutes of short-answer statistics, 25 minutes on one modelling or case prompt, and 20 minutes delivering one behavioural story aloud.
- Score each block from 0 to 3 on a fixed rubric where 3 is correct and fluent, 2 is correct but slow or prompted, 1 is partially correct, and 0 is stuck, grading the output rather than how the attempt felt.
- Allocate the hours for days two to five roughly in proportion to 3 minus the score in each block, write the allocation down, and commit to not revising it midweek.
Deliverable: A scored rubric and a fixed hour allocation for the rest of the week.
Practice prompt ↗Practice prompt ↗Practice prompt ↗Worked solution ↗02Largest gap: find the boundary rather than the subject
- Break the weakest area into five named sub-skills (for query work: grain control, window frames, date arithmetic, set logic with NULLs, and reading a query plan) and rate each one, so the rest of the week targets a sub-skill instead of a subject.
- Solve three problems chosen to sit just above where the rating drops off, and for each write the first move you failed to make.
- Re-solve one of them from memory four hours later, on paper, with nothing open.
Deliverable: A five-item sub-skill map with the two blocking sub-skills circled.
Practice prompt ↗Practice prompt ↗03Largest gap: drill the blocking sub-skill
- Do eight short repetitions of the same shape rather than eight different problems, so what you practise is the pattern and not the puzzle.
- Write the rule you now hold in one sentence, then test it against a case built to break it: a ranking function over a column with ties, or a two-sample test on observations that are obviously dependent.
- Have someone else read your one-sentence rule and find the precondition you left out.
Deliverable: One rule statement with its preconditions attached and one counterexample that would have caught the incomplete version.
Practice prompt ↗Practice prompt ↗04Second gap, plus maintenance on your strongest area
- Run the same sub-skill map and boundary protocol on the second-largest gap, compressed into half the day.
- Spend 25 timed minutes on your strongest area to stop it decaying, choosing the hardest problem you can still finish rather than an easy warm-up.
- Compare how the two areas fail: whether you lose time on recall, on setup, or on arithmetic, because the fix differs for each.
Deliverable: A second sub-skill map plus a one-line diagnosis of how each area fails you.
Practice prompt ↗Practice prompt ↗Worked solution ↗05The gap that is not a skill
- Record yourself answering one technical and one behavioural prompt, then count two things in the playback: how many seconds before your first clarifying question, and how many sentences you started without knowing where they ended.
- Rewrite your three most-used stock phrases into shorter versions, and practise saying "I do not know, here is how I would find out" without softening it into a guess.
- Deliver one answer again with a hard 90-second limit to force structure before detail.
Deliverable: Two recordings with a counted improvement in time-to-first-question.
Practice prompt ↗Practice prompt ↗06Retest under day-one conditions
- Sit the same 100-minute diagnostic structure with new prompts of comparable difficulty and score it on the identical rubric.
- Compare block by block, and for any block that did not move, change the method rather than adding hours: a block stuck at 1 usually means the practice was too varied, not too short.
- Write which single block you would still lose the offer on.
Deliverable: A second scored rubric placed next to the first, with one named remaining risk.
Practice prompt ↗Practice prompt ↗07Full loop under interview conditions
- Run a 60-minute mock covering the two blocks that moved least, with an interviewer instructed to interrupt and change direction.
- Write your recovery script for the moment you go blank: restate the question, state your assumption, name the first thing you would check.
- Reduce the week to the rule statements you wrote, each with its preconditions attached, then say every one of them out loud without reading it and cut any you cannot state in a single sentence, since a rule you have to reconstruct mid-answer will not survive being interrupted.
Deliverable: A one-page card holding the recovery script and only the rules you could state from memory.
Practice prompt ↗Practice prompt ↗Worked solution ↗Expand any day for tasks and deliverables. Your progress is saved on this device.
Interviewers here are not checking whether you can describe a project. They want the decision you made, why you made it under the information you had, and what changed afterwards that someone else could measure. A story that ends at 'I built a model' has no ending. Say what the model caused, or what you stopped doing because of it.
Describe a time you had to explain a complex technical finding to a no…
Describe a time you had to explain a complex technical finding to a non-technical team member.
Approach
- Name the disagreement or constraint, and how you resolved it with evidence.
- Pick a story where you drove the decision, not one where you observed it.
- State the situation in two sentences and spend the rest on your reasoning.
Follow-up
- What did you decide not to do, and why?
- What would you do differently if you ran that project again?
Handle a request for numbers supporting a decision already made
A senior leader has already decided to sunset a plan tier and asks you for the analysis showing it is the right call. Accounts on that tier carry 6% of MRR at constant FX and have the highest licensed-seat utilisation in the book. The leader's support matters to your next review cycle, and the decision is being presented in four days. Deliver what you produce, what you decline to produce, and the exact sentence you will say in the meeting where the number appears on a slide.
Approach
- Recognise what is being probed: whether you can find the legitimate request inside an illegitimate framing instead of either complying or refusing on principle. The generic answer promises to push back; the strong one produces something genuinely useful and states its limits in the room, without ambushing anybody.
- Separate the decision from the justification. Sunsetting the tier may be correct for reasons the data does not hold, such as support cost, roadmap surface area or sales motion. What you decline is a one-sided document. What you produce is the case read both ways, which also happens to be more useful to the leader.
- Build the symmetric analysis: MRR at risk at constant FX, the share of affected accounts with a plausible migration path given seats_licensed and billing_term, the recovery rate assumed for that migration and where it came from, and the downside case in which high-utilisation accounts treat the sunset as a reason to re-evaluate the vendor entirely.
- Surface the inconvenient fact privately and early. The highest seat utilisation in the book is a retention signal, and the leader should hold it before the room does, so they can incorporate it rather than be caught by it.
- Agree the meeting sentence in advance with the leader, so that nobody is surprised. Something to the effect that the tier is 6% of MRR and its accounts are the most heavily used in the book, and that the case for sunsetting rests on cost and focus rather than on revenue. That is true, it supports the decision on its real grounds, and it stops the deck claiming the numbers endorse it.
- Decide your own line before you need it: what you will not put your name to, and that the route if asked anyway is your own manager rather than a confrontation in the meeting.
Follow-up
- The deck circulates with your analysis included and the downside case removed. What do you do, and by when?
- What changes if the honest analysis says the sunset is clearly the wrong call?
- How do you write the same memo when the leader is your skip-level and the meeting is tomorrow?
Explain a wide interval to a non-technical executive
A pricing change is under consideration. Your best estimate of its effect on trial-to-paid conversion is a 1.8pp drop, with a 95% interval from a 4.6pp drop to a 1.0pp rise, read from a geo holdout rather than a randomised test. An executive preparing a board slide asks you for 'the number'. You have ninety seconds and one slide, and the words confidence interval, p-value and significance are not usable with this audience. Deliver the slide headline, the single supporting line, and what you say aloud.
Approach
- Recognise what is being probed: whether you can carry uncertainty into a decision instead of either hiding it or hiding behind it. The generic answer promises to explain the interval in plain English; the strong one replaces the question 'what is the number' with 'across this range, where does the decision change'.
- Find the threshold before you draft anything. Ask what the pricing case assumes, then compute the conversion drop at which the higher price stops adding revenue: price uplift on the conversions kept against the revenue lost from conversions forgone. That single figure is what makes the range legible.
- Restate the estimate and both bounds in the unit the audience already reasons in. Convert percentage points into monthly first-paid conversions at current trial volume, then into mrr_cents_constant_fx, so the slide reads as money per month rather than as statistics.
- Place the range against the break-even and say which part of it sits on each side. If most of the range clears the threshold, that is a recommendation to proceed with a monitoring plan; if the range straddles it, that is a recommendation to narrow the range first.
- Name what would narrow it and what that costs in weeks, then give one recommendation with an explicit condition for revisiting it. Uncertainty stated without a next step is read as indecision and the midpoint gets used anyway.
Follow-up
- The executive says to give the midpoint and they will manage the risk. What do you do?
- How does the slide change if the interval were a 4.6pp to 0.2pp drop, with no positive outcomes in range?
- Why is a geo holdout the credible read here rather than the attributed channel numbers you already have?
- 01
Describe a time you had to explain a complex technical finding to a non-technical team member.
- 02
A senior leader has already decided to sunset a plan tier and asks you for the analysis showing it is the right call. Accounts on that tier carry 6% of MRR at constant FX and have the highest licensed-seat utilisation in the book. The leader's support matters to your next review cycle, and the decision is being presented in four days. Deliver what you produce, what you decline to produce, and the exact sentence you will say in the meeting where the number appears on a slide.
- 03
A pricing change is under consideration. Your best estimate of its effect on trial-to-paid conversion is a 1.8pp drop, with a 95% interval from a 4.6pp drop to a 1.0pp rise, read from a geo holdout rather than a randomised test. An executive preparing a board slide asks you for 'the number'. You have ninety seconds and one slide, and the words confidence interval, p-value and significance are not usable with this audience. Deliver the slide headline, the single supporting line, and what you say aloud.
Is this an official adsquare interview guide?
No. It is PracHub's own research and practice material for the Data Scientist role at adsquare. Rounds and questions reflect what candidates have reported, not a process adsquare has published, and they change over time. Confirm the current format and scope with your recruiter.
PracHub interview research ↗How long does the process typically take?
The process is designed to be fast-moving. From the initial screening to the final team meeting, candidates often complete the loop in a few weeks, provided they are available for the scheduled rounds.
PracHub interview research ↗Is the technical assessment difficult?
It is rigorous. Expect a mix of conceptual questions and practical, hands-on tasks that test your ability to work within specific libraries and handle real-world data issues.
PracHub interview research ↗What is the most important thing to prepare?
Focus on your ability to explain your past work. You will be asked to dive deep into research or project experiences, so be prepared to defend your methodological choices.
PracHub interview research ↗Does the company value PhD-level research?
Yes, especially if you can articulate how your research methodology applies to practical, scalable product problems.
PracHub interview research ↗Sources & methodology 3 sources ↗
No official company page is cited. Rounds and questions come from candidate reports and PracHub editorial material; each source shows the date it was read.
- 01PracHub interview research ↗
PracHub editorial research into this company and role, maintained with this guide. Candidate-reported, not an employer publication.
PracHub page · Accessed 2026-09-22 - 02PracHub Data Scientist practice ↗
Cross-company practice questions for this role.
PracHub page · Accessed 2026-09-22 - 03PracHub interview preparation framework ↗
The framework the preparation plan follows.
PracHub page · Accessed 2026-09-22
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