Make the portfolio forecast coherent — and decide under uncertainty
Decide from resultsHardProblem. You have SKU-level and total-portfolio forecasts that don't add up, and leadership needs a go/no-go on a device given wide forecast uncertainty. How do you make the forecast coherent and frame the decision?
Before you reveal: say your answer out loud, as if you were in the real interview — get your reasoning across clearly first. There is no single correct answer: reading what the interviewer is really after and defending your own thinking is what makes an answer strong.