Intervie

Why JPMorgan’s Public Sector Payments Team?

I’m excited about this role because it offers the chance to work at the intersection of innovation and policy. Payments product management isn’t just about transactions; it’s about future-proofing financial infrastructure. It’s a field that directly impacts people’s lives by ensuring government agencies can efficiently deliver essential services. 

I would have the opportunity to work with the institution tasked with accepting federal deposits and assist with budgetary planning, treasury management, billing, collections, financing, and liquidity needs.

My experience in the federal government and exposure to financial regulation has cultivated a passion for problem-solving in economic systems. Payments product management presents daily challenges that require strategic thinking and collaboration—skills I thrive on. I’m excited to bring my skills and public sector experience to a team driving meaningful impact through financial technology. 

Question: Can you share an example of how you've managed stakeholders with competing priorities?

Situation: At the CFPB, I worked on a project analyzing auto loan performance for the Repossession in Auto Finance report. The project required coordination with various stakeholders across the agency. The research team focused on ensuring data accuracy, while the legal team was concerned with regulatory language and compliance. Meanwhile, there was a need to make the findings accessible and understandable for both internal teams and external audiences, including consumers and industry professionals. The challenge arose from the technical jargon used by different teams, which led to miscommunications and inefficiencies. Additionally, delays in approvals due to the complexities of government processes affected the project timeline.

Task: My role involved reviewing and synthesizing inputs from different teams, ensuring that the report aligned with both data-driven insights and regulatory requirements while remaining accessible for external audiences.

Action: I identified areas where research and legal language didn’t align, flagged potential inconsistencies, and provided structured feedback that helped bridge gaps between teams. 

Result: The final report successfully balanced legal accuracy with analytical clarity, making it both compliant and actionable for policymakers. My ability to proactively review and flag misalignments helped streamline cross-team collaboration, ensuring a smoother review process despite bureaucratic hurdles.

Question: Tell me about a time you coordinated across multiple teams on a project.

Situation: In a side project at the CFPB, I was responsible for coordinating the agency’s review process for the Financial Stability Oversight Council (FSOC) Semi-Annual Report. This required collaboration across multiple CFPB divisions—including research, markets, and policy teams—as well as communication between federal agencies contributing to the report. Managing this process was challenging due to differing priorities, complex review cycles, and tight deadlines.

Task: My goal was to ensure that the CFPB’s contributions were reviewed, consolidated, and submitted on time, while also aligning feedback from internal teams and external stakeholders.

Action:

• I developed a structured timeline for internal teams, setting clear deadlines to ensure all divisions had adequate time to review and provide input.

• I standardized the feedback collection process by creating a tracking system to organize comments from different divisions.

• I proactively engaged with external federal agency contacts.

Result:

• The CFPB successfully met its submission deadline, with all internal teams aligned and clear, well-organized contributions to the FSOC report.

My coordination efforts reduced inefficiencies in the review process and ensured that research, markets, and policy perspectives were appropriately integrated.

Question: How would you handle a situation where a product delivery timeline is at risk due to unforeseen challenges?

Situation: As Forum Committee Chair for the Latin American Leadership Society (LLS) at Berkeley, I led the planning of a high-profile speaker forum on labor rights. We had spent an entire semester organizing the event, securing speakers, and coordinating logistics. However, just a week before the event, campus-wide strikes disrupted operations, creating uncertainty about venue availability and attendee participation. We faced a logistical and ethical challenge—while we had dedicated a semester to planning this event, we also wanted to respect the picket line and show solidarity with the protestors. 

Task: My priority was to evaluate our options and ensure a solution that aligned with both speaker availability and audience engagement while minimizing disruptions to our planning efforts.

Action:

• I immediately engaged with key stakeholders—speakers, student organizers, and university administration—to assess feasibility.

• After weighing the risks (potentially low attendance, logistical barriers), we collectively decided to postpone the event to the following semester.

• To maintain engagement, I worked with my team to keep communication lines open with speakers, ensuring they remained committed, and we enhanced our promotional strategy for the rescheduled event.

Result:

• The event was successfully held in the following semester with highest attendance and strong speaker participation.

• The decision to postpone rather than push forward under unfavorable conditions improved the experience for all stakeholders.

• This experience strengthened my ability to navigate disruptions, balance competing interests, and make strategic decisions under pressure.

Question: What steps would you take to operationalize a new product?

1. Discovery Phase:
   First, I’d focus on identifying user needs and pain points by conducting research, gathering feedback, and understanding both market trends and business opportunities. This helps ensure the product solves real problems and aligns with customer expectations.

2. Definition & Planning:
   Based on the discovery phase, I would translate findings into actionable product requirements. This includes defining clear goals, setting success metrics, and creating a product roadmap that outlines key milestones, timelines, and dependencies. I’d work closely with cross-functional teams to ensure alignment.

3. Development & Testing:
   During this phase, I would collaborate with engineering and design teams to build the product, ensuring it meets all the defined requirements. I would also incorporate iterative testing, gather user feedback, and validate the product through pilot programs or beta tests to fine-tune before launch.

4. Launch & Operationalization:
   Once the product is built and tested, I would focus on deploying it and integrating it into daily operations. This involves coordinating with operational teams for smooth implementation, ensuring training and support systems are in place, and monitoring product performance post-launch to make any necessary adjustments. I’d also keep an eye on regulatory compliance to ensure all standards are met.

Question: How do you approach product delivery in a highly regulated environment?

I would take a structured approach to ensure compliance while balancing the need for innovation. I would start by gaining a deep understanding of relevant regulations, such as those from the CFPB, OCC, and other agencies, ensuring the product design adheres to compliance standards from the outset.

I’d then work closely with cross-functional teams—legal, risk, and operations—to identify and address any compliance challenges early in the product development process. Clear documentation, regular audits, and proactive communication help mitigate regulatory risks.

Additionally continuously test and validate the product in line with both user needs and regulatory requirements. The goal is to maintain the integrity of the product while ensuring it meets all legal and regulatory standards.

Question: What challenges do you foresee in delivering solutions for federal clients?

One key challenge is navigating the complex and ever-evolving regulatory landscape, which requires continuous monitoring of policy changes and ensuring the product aligns with new rules.

Another challenge is balancing the need for innovation with stringent security and compliance requirements. Federal agencies prioritize transparency, security, and data privacy, which may limit the scope for cutting-edge technologies.

Lastly, managing stakeholder expectations in a highly bureaucratic environment can delay decision-making, and achieving alignment across multiple departments—each with their own priorities—can be difficult. Strong communication, transparency, and stakeholder management are crucial in overcoming these hurdles.

Question: How would you ensure compliance with federal regulations while maintaining product innovation?

I would take a proactive and collaborative approach. I’d start by deeply integrating compliance checks early in the product development process, ensuring that all regulatory requirements are embedded into the design and user experience.

I would also partner closely with legal, risk, and policy teams to ensure the product’s alignment with the Treasury Financial Agency policies and other relevant federal standards. Throughout the lifecycle, I’d adopt an iterative process, ensuring that every new feature is compliant and documented, without stifling innovation.

To stay ahead of the curve, I’d actively seek out new technologies and solutions that could drive innovation without compromising regulatory compliance. This could include exploring secure, scalable solutions like blockchain or AI in fraud detection, while still meeting federal security and privacy standards.

Question: What do you know about payment and receivable products?

Payment and receivable products facilitate the movement of funds between entities. 

Payments include methods like ACH, wire transfers, and real-time payments, while receivables focus on how organizations collect and manage incoming funds, such as lockbox services, invoicing solutions, and treasury management tools. 

These products ensure cash flow efficiency, risk mitigation, and regulatory compliance. Large institutions, like JPMorgan, provide tailored solutions to optimize these processes for businesses and government agencies.

Question: How do government agencies handle receivables and payments differently from private businesses?

Government agencies have unique requirements due to regulatory constraints, security needs, and budgetary oversight. Unlike private businesses, which prioritize speed and cost efficiency, government entities must comply with strict transparency and reporting rules, such as the Prompt Payment Act and Federal Financial Management regulations. Additionally, agencies often use Treasury-managed systems like the U.S. Treasury’s ASAP and Pay.gov for electronic payments, ensuring compliance with federal standards. Fraud prevention and improper payment reduction are also major priorities, given the scale of public funds at stake.

Regulations Likely to Apply in This Role

• Regulation D & J (Federal Reserve): Reg D covers deposit regulations, while Reg J governs check collection and payment processing through Federal Reserve Banks.

• U.S. Treasury Regulations: Govern federal payments, receivables, and compliance, including government disbursements.

• Prompt Payment Act: Ensures timely payments from the federal government to vendors and contractors.

• AML & BSA: Essential for fraud prevention and compliance in federal financial services.