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My first instinct was to triage the legal issues by severity and I said that out loud, which felt right, but I spent too long on that part and didn't get to the stakeholder communication angle fast enough.
Start by acknowledging the urgency and the need to balance legal risk with business goals. Propose a structured triage process to categorize issues by severity and impact, then align stakeholders on a go/no-go decision. Emphasize cross-functional collaboration and a clear communication plan.
Pro tip: Show that you understand the difference between blocking issues and acceptable risks, and that you can make a recommendation even with incomplete information. Mention the importance of documenting decisions and having a rollback plan.
Quickly gather details on the 100+ issues from Legal, categorize them by severity (e.g., critical, high, medium, low) and potential business impact. Identify which are true blockers versus manageable risks.
Convene a cross-functional meeting with Legal, Engineering, Marketing, and Leadership to review the triaged list. Ensure everyone understands the risks and trade-offs.
For critical issues, work with Engineering and Legal to find quick fixes or workarounds. For non-critical issues, document them as known risks with a plan to address post-launch.
Based on the mitigation plan, recommend whether to launch as planned, delay, or launch with limited scope. Ensure decision is data-driven and aligned with business objectives.
Clearly communicate the decision and rationale to all stakeholders. If launching, ensure monitoring and rapid response plans are in place; if delaying, set a new timeline and keep team motivated.
AI-generated suggestions, not part of the candidate's original notes. May be inaccurate — verify before relying on them.