Your assessment page

You will be scored on judgment, not volume. Read all of this before you start your plan.

What this assessment measures

The Technical Solutions Lead owns high-priority accounts end to end: reading how the client works, designing the technical ecosystem, leading delivery, and growing the account 20 percent a year. We are looking for a systems thinker who asks why the problem exists and what it is connected to before asking how to fix it.

• Systems thinkingConnects objectives, funding, people, and platforms into one picture.
• Discovery and facilitationRuns a room, listens before prescribing, gets corrected on purpose.
• Technical architectureDesigns data flows and integrations that are scalable and secure.
• HubSpot fluencyKnows which hubs, objects, and automations fit, and why.
• AI fluencyUses AI tools to work faster without outsourcing judgment.
• Commercial judgmentSequences work into phases a client can buy and fund.

How it works

Four parts, across the six steps of this page: this brief is step 1, the plan step 2, the client thread step 3, your response document and other deliverables step 4, the recording step 5, and review and submit step 6. Each part is a simulation: we show you how Tapp Network normally does it, then you tell us what you would do.

1. Plan the workshop. Review the client. Tell us how you would run discovery.
2. Work the client thread. A live thread with the FSHWA team opens once your plan is saved. Use it the way you would with a real client.
3. Respond and recommend. Findings and recommendations, HubSpot included.
4. Deliver and record. Deliverables plus a short recording of your approach.

No time target. There is no deadline and no window. Spend what you would spend for a real client, in as many sittings as you like. The page tracks your active time and shows it to you. How you allocate your effort is part of what we are learning about you.

The client: First State Health Workforce Alliance (FSHWA)

Fictional, but built from the shape of real Tapp Network engagements. A statewide nonprofit that recruits, trains, credentials, and places frontline health workers across Delaware.

What FSHWA needs to achieve in 12 months

Your workshop and your recommendations are judged on whether they move these numbers.

• 300placements per year, up from 180. Contract renewal target.
• 7 daysintake to enrollment, down from 21. Applicants drop out waiting.
• 2 hoursto produce a funder report, down from two weeks of staff time.
• 75employer partners, up from 40, with a fee-based recruiting service.
• <15%training no-show rate, down from 30%. Empty seats cost grant dollars.

The constraint. The board has approved up to $95,000 for technology and strategy this fiscal year, released in phases against results. There is no dedicated IT or data staff. Whatever you recommend has to be run by a program team, not a technical one.

What the team has told us so far

From a 30-minute intro call. Treat these as starting points to test, not facts.

• DW
  Dana Whitfield, Executive Director

  "The board keeps asking me how many people we placed this quarter and I cannot answer without pulling three people off their work for a week. If we miss the contract targets, we lose 45% of our budget."

• MB
  Marcus Bell, Director of Programs

  "Applicants apply, then wait three weeks to hear back because I have to check eligibility by hand. Half of them find something else. The ones who do enroll skip class because the reminders come from four different places."

• PR
  Priya Raman, Operations Coordinator

  "I run the spreadsheets. I know where everything is, and that is the problem. I was out for two weeks in June and the placement log stopped. I have asked for a CRM twice. We have HubSpot. Nobody set it up."

How Tapp Network normally does it

Our process is Plan, Build, Grow. Every engagement starts in Plan, and Plan starts with a workshop.

• PlanUnderstand how the organization works before designing anything. A picture of done first, then the path to it.
• BuildImplement the platforms, systems, and infrastructure against that picture. Scoped in phases, finalized during Plan.
• GrowOptimize with data, automation, and continuous improvement, measured against the same picture.

We listen before we prescribe. We put a model of how we think the client works in front of them and ask them to correct it. Being corrected is the goal.

Part 1: the workshop

Write your plan in the next stage, before the thread opens. Length and form are yours. Cover how you would structure the workshop for FSHWA, who is in the room, and what each person is there to give you; what you would measure; how you would surface funding, metrics, and the picture of done; how you would respond if the Executive Director asks for a price, the Director of Programs resists a new system, or someone asks you to fix the website first; and what you expect the workshop to produce.

Then run it in the client thread with Dana, Marcus, and Priya. They answer what you ask and can send you what a real client would have: exports, the last funder report, the org chart. They will not volunteer what you do not ask about, and they will push back the way real stakeholders do. We read the full transcript: what you asked, in what order, how you handled being corrected, and whether you closed with agreed next steps.

Everything happens in the thread. FSHWA can only answer and send files there. Anything they promise to send or set up later will not arrive. That includes numbers someone offers to pull, calls with other staff, and documents they offer to review. Ask for what you need while the thread is open, and in your deliverables label anything still open as an assumption.

Part 2: response document and recommendations

Uploaded or linked in the deliverables stage. Written to Dana and her board, not to us. Length is your call.

1. What you heard. Restate FSHWA's objectives in their words. Separate what was confirmed from what you are assuming, and label assumptions as assumptions.
2. What is actually broken. Root causes, not symptoms. Where does data enter, where does it die, and which objective does each break point block?
3. What you recommend. A solution that connects systems to objectives. HubSpot recommendations are required: which hubs and tier, what objects and pipelines, what automations, what stays outside HubSpot, and why.
4. What to do first. One starting engagement FSHWA can approve inside the phased budget, with the result it produces and the metric it moves.

Part 3: deliverables

At least three documents, on top of your response document from Part 2: the two below are required, and you choose at least one more based on what FSHWA needs most. What you leave out tells us as much as what you include.

Part 4: recording

Five to eight minutes, screen share plus your voice, shared as a Loom, Google Drive, Dropbox, YouTube, or Vimeo link that anyone with the link can view. Walk us through how you approached it, what changed between your plan and the client thread, why you chose the deliverables you chose and what you left out on purpose, where AI helped and one thing you rejected from its output, and what you would do in week two if FSHWA said yes. Not a presentation, not a pitch, not edited. One take is fine.

Requirements that apply to everything you submit

• Use at least one AI platform and tell us which, what you used it for, and what you changed or rejected.
• Include HubSpot recommendations in the response document, reflected in the architecture map.
• Show how the systems work together in at least one document.
• Label what you do not know. Confident guesses presented as facts count against you.
• Length is your call. No page limits and no minimums.
• Any format. Upload files or paste share links. No Tapp Network branding is expected.

How we evaluate

Scoring criteria and weights

Systems thinking, 25%	Did you connect funding, metrics, people, and platforms into one coherent picture? Did you find the adjacent problem nobody named?
Discovery and facilitation, 20%	Did you learn what you needed from the client thread? Did you get corrected and use it? Did you close with next steps?
Technical and HubSpot solution, 20%	Is the architecture sound, scalable, and runnable by a program team? Are HubSpot choices specific and justified?
Strategy and sequencing, 15%	Can FSHWA approve and fund what you propose? Does phase one produce a result that earns phase two?
AI use and judgment, 10%	Did you direct the tool well and edit its output? Did you label what you did not know?
Communication, 10%	Is the writing clear, tight, and addressed to the right audience? Is the recording honest about trade-offs?

Questions about the exercise go to careers@tappnetwork.com. Questions about FSHWA go to the client thread.