Balancing top-customer asks, tech debt and a partner integration on a data product roadmap

Quick Overview

A prioritization question for a senior product manager who owns a data product and must weigh top customer requests, technical debt from shipped features and a partner team's critical integration. It tests trade-off reasoning, comparing unlike work on a common basis and aligning stakeholders.

Balancing top-customer asks, tech debt and a partner integration on a data product roadmap

Company: Uber

Role: Product Manager

Category: Product / Decision Making

Difficulty: medium

Interview Round: Other

You are a senior product manager who owns a data product. Your team's capacity is limited, and three kinds of work compete for it: requests from your top customers, technical debt left behind by features the team already shipped, and requirements from a partner team that needs a critical integration with your product. How would you decide what to prioritize? ```hint Find a common currency These three kinds of work look impossible to compare. Before ranking anything, decide how you will express each item's value, urgency and cost in the same terms, and check whether any item depends on another. ``` ### Clarifying Questions - Is the data product used by internal teams, by external paying customers, or both, and what makes a customer "top"? - Is the technical debt causing visible problems today, such as incidents, late or wrong data, or slow queries, or is it mainly slowing the team down? - What makes the partner integration critical: a committed launch date, revenue that depends on it, or a contractual or regulatory need? - Is there a fixed planning period, such as a quarter, and is engineering capacity fixed? ### What a Strong Answer Covers - Grounding the decision in the data product's goals and company priorities rather than in who asks loudest - Assessing every item on a shared basis: value, cost of delay, effort, risk and dependencies - Treating technical debt by its consequences (data quality, reliability, delivery speed) and protecting capacity for it - A concrete sequencing or allocation decision with explicit trade-offs, not "do everything" - Communicating the decision to customers, the partner team and engineering, and revisiting it as facts change ### Follow-up Questions - Your largest customer threatens to leave unless their request ships this quarter, and it collides with the partner team's date. What do you do? - How would you persuade leadership to fund a quarter that is mostly debt repayment? - How do you keep the same kind of debt from building up again?

Overview: A prioritization question for a senior product manager who owns a data product and must weigh top customer requests, technical debt from shipped features and a partner team's critical integration. It tests trade-off reasoning, comparing unlike work on a common basis and aligning stakeholders.

Uber logo
Uber
Jun 18, 2026
mediumProduct ManagerOtherProduct / Decision Making
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You are a senior product manager who owns a data product. Your team's capacity is limited, and three kinds of work compete for it: requests from your top customers, technical debt left behind by features the team already shipped, and requirements from a partner team that needs a critical integration with your product. How would you decide what to prioritize?

Clarifying Questions Guidance

  • Is the data product used by internal teams, by external paying customers, or both, and what makes a customer "top"?
  • Is the technical debt causing visible problems today, such as incidents, late or wrong data, or slow queries, or is it mainly slowing the team down?
  • What makes the partner integration critical: a committed launch date, revenue that depends on it, or a contractual or regulatory need?
  • Is there a fixed planning period, such as a quarter, and is engineering capacity fixed?

What a Strong Answer Covers Guidance

  • Grounding the decision in the data product's goals and company priorities rather than in who asks loudest
  • Assessing every item on a shared basis: value, cost of delay, effort, risk and dependencies
  • Treating technical debt by its consequences (data quality, reliability, delivery speed) and protecting capacity for it
  • A concrete sequencing or allocation decision with explicit trade-offs, not "do everything"
  • Communicating the decision to customers, the partner team and engineering, and revisiting it as facts change

Follow-up Questions Guidance

  • Your largest customer threatens to leave unless their request ships this quarter, and it collides with the partner team's date. What do you do?
  • How would you persuade leadership to fund a quarter that is mostly debt repayment?
  • How do you keep the same kind of debt from building up again?