Portfolio Health Review & Improvement Plan for a job interview

Overview

I need help with a take home assignment for a job interview.

Deliverables & Presentation Expectations

Format Flexibility: You may submit your response in whatever format you believe is most

effective for executive leadership. Such as a short memo, slide deck, written summary, table,

framework, or a combination of formats. We are completely platform-agnostic.

o If utilizing a slide deck: Please limit your presentation to 15 slides maximum.

o If utilizing a written memo or summary: Please keep it concise (e.g., 2 to 3 pages).

We are evaluating your strategic thinking, structure, and prioritization - not looking

for a perfectly polished consulting document.

The Interview Presentation: During your final interview, expect to have 20 to 30 minutes

maximum to walk the hiring manager through your findings. This will be treated as an interactive working session, so be prepared for a brief Q&A regarding your assumptions and methodology.

Background

SafeSure offers a portfolio of specialized add-on products (e.g., service lines, identity theft) supported

by external carrier partners. Customers can purchase these add-on coverages alongside their primary

homeowners insurance policy.

These products are currently live, but leadership needs a clearer view of how they are performing, what

operational issues exist, and what should be prioritized.

(Note: You do not need deep insurance experience for this exercise. Treat this as an existing

commercial product portfolio that requires better visibility, clearer ownership, stronger stakeholder

coordination, and consistent management).

The Scenario

Assume you have recently joined the team and leadership has asked you to assess the portfolio. You have uncovered that the portfolio is facing some of the following challenges:

Some products are performing significantly better than others.

Customer adoption is lower than expected in certain areas.

Reporting is incomplete or hard to use.

Ownership of issues across different internal teams is unclear.

Feedback from Sales, Operations, customers, and our external partners is not consistently

captured.

There is no standard process for reviewing performance.

Leadership needs clearer visibility into risks, blockers, priorities, and next steps

Your Assignment

prepare a response that answers the following prompt:

How would you assess the health of this portfolio and create a practical plan to improve it?

Format and Assumptions:

Because you do not have raw data, you are encouraged to make reasonable assumptions or invent

hypothetical metrics to illustrate your points. You may submit your response in whatever format you

believe is most effective for executive leadership (e.g., a short slide deck, a written memo, a framework,

or a combination).

What to Include

1. Executive Summary

What you believe the biggest overarching issue is.

What specific actions you would prioritize first.

What success should look like over your first 3 to 6 months.

2. Portfolio Health Assessment

Describe the framework or scorecard you would use to evaluate performance. Since you don't

have the data, tell us how you would structure the assessment.

Examples of areas to consider: Adoption/customer interest, revenue/growth trends,

customer/agent/partner feedback, operational issues, reporting gaps, and clear ownership of next steps.

3. Key Challenges & Root Causes

Identify the top 2 to 3 hypothetical issues you would choose to focus on from the scenario list.

For each issue, explain: Why it matters to the business, how you would validate the root cause,

and which stakeholders you would need to involve.

4. Stakeholder Engagement

Outline who you would meet with and why. How do you bridge the gap between internal

operations and external relationships?

Potential stakeholders include: Product, Sales, Operations, Technology, Data/Reporting,

Pricing/Underwriting, Marketing, Executive Leadership, and External Carrier Partners/Vendors.

Area What Strong Looks Like

Strategic Thinking Identifies the most important issues and connects them to business impact.

Executive

Communication Communicates clearly, concisely, and in a leadership-ready format.

Program Management Organizes complex information into logical issues, owners, and

priorities.

Business Judgment Balances growth, customer value, risk, complexity, and execution

realities.

Analytical Thinking Defines useful metrics and uses structured logic to diagnose issues

without relying on provided data.

Stakeholder

Engagement

Shows how to work across internal teams and external partners

without direct authority.

Ownership Demonstrates initiative, curiosity, and comfort with incomplete

information.

Practicality Focuses on realistic ways to improve visibility, accountability, and