HR Screen Recruiter asked about my background and interests in Capital One and product. Asked Salary expectations, relocation and one behavioural question. Mini-case I prepared for purpose, customer & business value, technical considerations (backend/frontend), UI aspects for C1 shopping, Virtual card and the mobile app. In the interview I got virtual card and they followed a pretty similar format. After introducing the product he asked what the value of Virtual card to C1 was. Then he introduced an enhancement for a spending limit to virtual card and asked me questions on what my technical considerations would be when building this feature. He then showed me a UI screen and had me critique it (what I liked/didn't like, what I would change, how I would validate the success). Next I was shown A/B test results for several dates for 3 groups with 4 or 5 metrics. I was asked to talk about my observations. Last question was a prioritization question. Something along the lines of you and your leadership need something shipped but a team you're dependent on doesn't have capacity, what do you do? This was pretty easy overall, I think over prepared. I suspect you can guess what product you'll be asked based on your interviewer's background. Mine was in fraud and virtual card is the only fraud product from my recruiter's prep email. Power day This was mixed. I used what I learned from candidates who received an offer for my prep. I had four round with the same format as others. I think the order of interviews varies but this was my order. Product skills I prepared to talk about about the discovery to market launch process of my product. Though I was prepared to whiteboard the high level architecture I wasn't to draw anything during this part. The interviewer asked me things like the strategy behind the product, what it was, how it works, and who I worked with to build it. Definitely a more collaborative conversation. The interviewer happened to be from the servicing side of C1 so I was able to relate to him a lot as servicing is a close collaborator of mine in my current role. Case 1 This was honestly the harder of the two cases. Most of the previous candidates has talked about using the Case PowerPlaybook to prepare. This wasn't provided to me, my power day prep guide was different and outlined at a general level what each interview would be about and had one super simple case. The first case that I had was about a fictional mobile game that C1 was going to make. The interviewer explained the case and asked strategy questions, P&L calculation and break even. The last question asked about risks associated when picking between two approaches. This case through me off as I didn't know much about mobile apps or P&L drivers for it. My interviewer was a little stand-offish so I had a hard time telling if my answers to the strategy questions was correct or not. Though she helped me in some of my questions I was told that all my answers for the math portion were correct. Questions: What are factors would you consider for go to market and to determine profitability? What are the risks of dual marketing vs a paid only version of the app? Tips: I did all my calculations in excel and shared my screen to walk the interviewer through my flow, this way it was way easier for her to catch mistakes and reduced the chance for calculation mistakes. I'd recommend is you only have 1 hour for introductions, the case and to ask questions. Unlike interviews at other companies I found most of the C1 interviewers were strict about not going over the allotted time. So I'd highly recommend keeping your introductions before the case crisp. I think I lost 10-15 minutes in learning about my interviewer! 30 minute break Case 2 HC My second case was a little easier. My interviewer was a lot more collaborative then in the previous case. The case was about building a WeWork style business. He outlined the business case wanted to discuss the business and outline a few personas. This case had a lot more math then the previous case but I found it easier because the interview was more willing to collaborate. Math questions: P&L, two break evens. I didn't get a weighted average in either of my interviews. Through the interview he asked me more questions about how profit would change given a change in scenario. Questions: Critique business idea of having a study room, create 2-3 customer personas, how would you increase profit? In case conversions increase but revenue declines, explain why Tips: Learning from case 1 I kept interactions at the start short to have more time for the case but we still went about 7 minutes over. Conceptually I nailed all the strategy questions, he had introduced the case as something directed at students but I guess was a curveball question to gauge if you could outside the box and find other potential users like startup founders or small business owners. This interviewer did not want to see my screen and preferred I read out all of calculations. Similar to the other case I received a bunch of help during the math portion and got all the correct answers Product Discovery This experience was the weirdest of the four. I was able to connect with all the other interviewers, the guy who led the product discovery was more cold and didn't much through the case. Not sure if this is by design or not. Even though we started the product discovery 7 late the interviewer said that I could take a break if I wanted and we could start after. I declined and I'm glad I did because he cut my case short at the end saying he had a hard stop! This was supper annoying as he never mentioned any of this ahead of time. The case itself was the DMV case that some others received. I was shown 8 slides with details about the working of the DMV and customer complaints, and was asked to identify the pain points from there. Next he asked me to identify one pain point to focus on, then define a problem statement, then create several solutions for this statement. Next I had to come up with a feature and then cut me off and said we didn't time further for me to define an MVP, iterate stories or explain the implementation or validation. This was a frustrating experience and I felt like I ended on a sour note after a pretty enjoyable experience so far. I'm not sure if 'bombing' the discovery was what led to me getting rejected. Tips: the flow is pretty easy, the mistake I made in my prep was preparing solutions for all of the pain points versus solutions for just one pain point. Halfway through my flow the interviewer wanted me to switch from Word to Zoom Whiteboard, so be prepared to present your flow there. General Tips for power day - People interviewing from the east cost definitely have a leg up as the interviews are 9:00 am to 1:30 PM EST which is a 6 AM start for people on the west coast. I asked and they declined to adjust for my time zone🙂 - The cases are definitely more consulting then product management. Compared to FAANG interview loop they are definitely looking for people who can be analytical and structured under pressure. And though the case interviews are way more collaborative then consulting, it unclear where the line is on how much the interviewer helping you becomes detrimental towards you getting an offer - How I prepped, YMMV but I used Decode and Conquer, Cracking the PM Interview and PM sense videos through Exponents YouTube channel to understand how to structure my product flows and answers. I prepared by cases by feeding the case from Power Day prep guide and Case PowerPlaybook I found online and practicing progressively harder versions. I felt pretty confident about the cases but the math in the actual interview felt different from what I'd prepared. - To those who are prepping for Power Day I highly recommend timing your practice runs to be under 30 minutes. So that given interview day pressures you're able to finish in time and have time for questions. - Another frustrating part of the experience is that if you get rejected they give you zero feedback, this is what I received from my recruiter - "We are also unable to provide specific feedback on the interview outcome due to guidelines from our Risk Management team"