Uber Program / Project Manager Interview Questions

1.Tell me about a program you managed that had to roll out across multiple countries or regions simultaneously. What broke, and how did you fix it?

2.Tell me about a program you ran that touched teams or stakeholders in more than two time zones. How did you keep alignment without it turning into a meeting-heavy nightmare?

3.Walk me through a time you had to ship something fast — tight deadline, real stakes — and quality or safety was also on the line. What did you cut, and what did you refuse to cut?

4.Tell me about a time you used data to challenge a plan or decision that was already in motion. What did the data show, and what happened when you raised it?

5.Describe a project where the scope, timeline, or strategy changed significantly after you were already mid-execution. How did you reorient the team and keep things moving?

6.Give me an example of a time you were under real pressure to ship fast, but key stakeholders weren't aligned. How did you close that gap without blowing the timeline?

7.Estimate how many Uber Eats orders are placed in New York City on a typical Friday night. Walk me through your assumptions.

8.Uber Eats average order value in a mid-size US city drops 8% month-over-month. Nothing obvious changed in the product. How do you diagnose it?

9.Uber is considering expanding Uber for Business into a new mid-size city — say, Austin or Denver. How would you estimate the TAM for the corporate travel and meals program there, and what would make or break the business case?

10.You're PMing the rollout of a new driver earnings dashboard — it shows weekly take-home, trip breakdown, and deductions. Six weeks in, driver survey scores on 'understanding my pay' are up 12 points, but average trips per driver per week in the pilot cities dropped 3%. Leadership is nervous. How do you interpret what's happening and what do you recommend?

11.Uber wants to cut driver wait time at airports — a notoriously frustrating part of the driver experience — by 30% in the top 10 US airports. You're asked to build the program plan. Where do you start and what are the hardest constraints you'd have to navigate?

12.It's the Thursday before a major US holiday weekend and your data team flags that driver supply in three of Uber's top cities is tracking 25% below the forecast for Friday evening peak. The demand forecast is unchanged. You have 36 hours. What do you do?

13.Walk me through how you build and maintain a program roadmap when you're managing dependencies across five or more teams. What does your tracking system actually look like?

14.How do you scope a project when the ask from stakeholders is vague — like 'improve driver onboarding' — and there's no spec? What's your first week look like?

15.You're running a program with a hard launch date and you realize two weeks out that one workstream will miss. How do you decide whether to delay the launch, descope, or ship with a known gap?

16.How do you measure whether a program you've run was actually successful — not just 'we shipped it,' but whether it delivered the intended impact?

17.You're the PM for a cross-functional initiative where engineering, legal, and ops all have veto power over the final design — and they each want something different. How do you drive a decision?

18.You inherit a program mid-flight that has no documentation, a burned-out team, and a stakeholder who thinks it's further along than it is. What's your first two weeks?

19.A driver support tool you're PM-ing just went live and you're getting early signals that driver completion rates are dropping in one city. You don't have enough data yet to know if it's a real problem or noise. What do you do in the next 24 hours?

20.You're running a project to streamline the restaurant onboarding flow for Uber Eats, and the product team wants to cut a feature that the ops team says is essential for compliance in three markets. Both sides are asking you to resolve it. How do you handle it?

21.You're three months into a 6-month program to improve rider retention after cancellations, and the initial data shows your intervention is working — but only for a specific rider segment, not overall. Leadership wants to know whether to double down or pivot. What do you recommend and how do you make the call?

22.A senior executive at a large corporate client threatens to cancel their Uber for Business contract after drivers in their city repeatedly rejected low-fare pooled rides during a peak period. The account team is asking you, as the program PM, to fast-track a solution. What's your first move?

23.You're PM for a safety feature rollout — new in-app emergency contacts for riders — and two days before launch, your eng lead tells you that the notification system has a 5% failure rate in markets with poor connectivity. Legal says you must launch on schedule. Product says delay. What do you do?

24.You're midway through a 9-month program to consolidate two internal driver payout systems into one. Engineering just told you the migration will take 4 months longer than planned because the legacy system is more complex than scoped. You have a contractual commitment to drivers in one region tied to the new system going live. How do you proceed?

25.Tell me about a time you needed buy-in from a team that had nothing to gain from your project succeeding. How did you get them on board?

26.Walk me through a time you had to deliver bad news to a stakeholder — a missed milestone, a scope cut, or a forecast miss. How did you frame it and what happened?

27.Describe a time when two senior stakeholders — say a VP of Product and a VP of Finance — disagreed on a trade-off that directly affected your program. You didn't have the authority to resolve it. How did you move things forward?

28.Tell me about a time a partner team — engineering, legal, or ops — consistently missed commitments to your program. What did you try, and how did it ultimately resolve?

29.You've been asked to brief a C-suite exec on a program that's behind. Your direct manager wants you to soften the message. You think the exec needs the unvarnished picture to make a good decision. What do you do?

30.You're PMing a major initiative and a key external partner — say a city regulator or a large restaurant group on Eats — is going dark on you. They're not responding, and their delay is now on your critical path. What's your move?