Risk Management interview preparation

Questions

100

Traced to a firm

37

Firms

12

Updated

September 2026

Asked at

All firmsUBS14MSCI7BLBlackRock5FTFranklin Templeton3Oaktree Capital Management2Scotiabank2Jane Street1Moody's1Neuberger Berman1PIMCO1SSState Street1TSTruist Securities1

Topic

All topicsMarket risk and VaR14Tail risk and stress testing5Greeks and sensitivities5Credit risk11Counterparty risk and CVA6Operational risk5Model risk and validation6Regulatory capital7Liquidity risk and ALM6Statistics and quant foundations7Indian regulation7Risk governance and appetite4Markets and macro9Fit and career8

Level

AnyCoreIntermediateHard

Type

AnyTechnicalCaseBrainteaserMarket viewFit

1. 015What is stress testing, and how is it different from VaR?Tail risk and stress testingIntermediatetechnicalBank market riskRegulatory reporting

   Say this

   VaR is statistical and stress testing is conditional. VaR asks what the distribution of outcomes looks like given recent history; stress testing asks what happens if this specific thing occurs, with no probability attached. They answer different questions and neither substitutes for the other.

   Then walk it

   1. VaR is probabilistic and backward-looking. It needs history and it gives you a likelihood. Stress testing is a what-if: rates up 300 basis points, equities down 40 percent, the rupee at 95, and here is the P&L.
   2. Stress testing lets you ask about things that have never happened. VaR structurally cannot, because it has no data on them.
   3. It also handles non-linearity honestly. A large prescribed shock reveals gamma and correlation breakdown that a one-day 99% move never touches.
   4. Three flavours worth naming: sensitivity tests on one factor at a time, scenario tests with a coherent joint move across many factors, and reverse stress tests that start from failure and work backwards.
   5. The weakness is that stress testing has no probability. A scenario that loses $2bn is only actionable if you have a view on how likely it is, and scenario design is where the judgement, and the political pressure, sits.
   6. In practice the two are complements at different confidence levels. VaR and expected shortfall set day-to-day limits; stress tests and ICAAP set capital and inform the risk appetite. A bank that only ran VaR in 2007 saw nothing coming.

   Where candidates lose it

   Framing stress testing as 'a bigger VaR'. It isn't a confidence level, it's a different epistemology: conditional and judgement-driven rather than statistical. And you should volunteer the weakness, that scenarios carry no probability, before being asked.

   Expect next

   • Who should design the scenarios, risk or the business?
   • How do you stop scenario design becoming a negotiation?
   • What is reverse stress testing?
2. 016Design a stress scenario for a book that is long Indian corporate bonds and short interest rate futures.Tail risk and stress testingHardcase studyIndian bank risk and treasuryBank market risk

   Say this

   The scenario has to break the hedge, not just move the market. The position is long credit and short duration, so the pain case is spreads widening while the risk-free curve rallies, which is precisely what a flight to quality does.

   Then walk it

   1. Start by naming the real exposures. Net duration is small by design, so a parallel shift is not the risk. The live risks are credit spread, the government-bond-to-swap basis, the futures-to-cash basis, and liquidity in the corporate leg.
   2. So the core shock: AAA and AA corporate spreads widen 150 to 250 basis points, while the ten-year G-sec yield falls 75 basis points. You lose on both legs at once. That is the textbook flight-to-quality asymmetry and it happened in March 2020.
   3. Layer in the basis. The bond futures may not track the cash bond you hold, and the cheapest-to-deliver can switch. Add 25 to 50 basis points of adverse basis independent of the spread move.
   4. Layer in liquidity. Indian corporate bond secondary volumes are thin outside the top names, so add a bid-offer widening of two to four times normal and assume you can only exit 20 percent of the position in a week. Then mark the rest at the stressed exit price, not the matrix price.
   5. Layer in funding. Repo haircuts on corporate paper rise, margin on the futures short goes up as volatility spikes, and both hit the same day. That is the mechanism that turns a mark-to-market loss into a forced sale.
   6. Add a name-specific tail: one issuer in the book is downgraded below investment grade, which triggers forced selling by mandate-constrained funds and moves the whole rating bucket. The IL&FS episode in 2018 is the live Indian precedent, and the credit-fund redemption spiral that followed is the second-round effect.
   7. Then report it properly: P&L by leg, the funding call in rupees, days to unwind, and which limits break. A scenario that produces one aggregate number is not decision-useful.

   Where candidates lose it

   Designing a parallel rate shock. The book is deliberately hedged against that, so the scenario shows nothing and you have proved you didn't look at the position. A good stress scenario attacks the assumption the hedge relies on, which here is spread-to-rate correlation, and it must include liquidity and funding, not just price.

   Expect next

   • How would you calibrate the size of the spread move?
   • What second-round effects would you add?
   • How would you present this to a treasurer who says the book is hedged?
3. 017What is reverse stress testing, and why do supervisors like it so much?Tail risk and stress testingIntermediatetechnicalBank market riskRegulatory reporting

   Say this

   You start from the outcome, business failure, and work backwards to find what would cause it. Supervisors like it because it removes the bank's ability to choose a comfortable scenario. You can't pick a shock that happens to be survivable if the shock is defined as the one you don't survive.

   Then walk it

   1. Define failure first, and precisely. Not just insolvency, but the point where the business model is no longer viable: CET1 through the requirement, or losing access to wholesale funding, or a rating downgrade that kills the franchise.
   2. Then solve for the scenario. Search across risk factors for combinations that get you there, and rank them by plausibility rather than by size.
   3. The output is not a loss number. It's a set of vulnerabilities and a judgement on whether the required shock is remote or uncomfortably close. If your bank fails on a 120 basis point spread widening, that's an urgent finding no matter what probability you assign.
   4. It's also how you find concentrations nobody wrote down. Reverse stress testing frequently surfaces that failure runs through one funding counterparty, one collateral type, or one country, which no forward scenario was built to test.
   5. Then it feeds the recovery plan. Each identified path needs a management action and a trigger, which is the actual regulatory point. It's a bridge between risk measurement and resolution planning.
   6. The hard part, and worth saying: the search space is enormous and the answer is sensitive to which factors you allow to move together. The exercise is only as honest as the people running it, and it's very easy to make the required shock look implausible.

   Where candidates lose it

   Describing it as 'a very severe stress test'. Severity isn't the distinguishing feature, direction is. Forward tests go from cause to effect, reverse tests go from failure to cause. And if you don't define failure precisely at the start, the exercise has no answer.

   Expect next

   • How would you define failure for a broker-dealer versus a deposit-taking bank?
   • What do you do with the output?
   • How do you stop management dismissing the scenario as implausible?
4. 018How would you run an ICAAP, and how does it relate to the supervisory stress tests?Tail risk and stress testingIntermediatetechnicalRegulatory reportingBank credit risk

   Say this

   ICAAP is the bank's own answer to 'how much capital do you actually need', as opposed to the minimum the rules prescribe. You identify all material risks, quantify them including the ones Pillar 1 ignores, stress the plan, and conclude with a capital number and a plan to hold it.

   Then walk it

   1. Start with a risk identification and materiality assessment across everything, not just credit, market and operational. Concentration, interest rate risk in the banking book, pension, reputational, strategic and model risk are the Pillar 2 gaps, and IRRBB and concentration are usually the two biggest.
   2. Quantify each, then stress the three-year business plan under a baseline and at least one severe but plausible adverse scenario. The adverse case has to be internally consistent: if GDP falls, credit costs rise, fee income falls and RWAs inflate through downgrades, all at once.
   3. Project the capital path, not just the end point. The trough quarter is what matters, and it usually sits in year two because provisions lag the macro.
   4. Set the internal capital requirement above the regulatory minimum, with a management buffer sized so that you don't breach the buffer requirement in the adverse case and get dividend restrictions.
   5. Then the management actions, with triggers. Which of those are credible under stress is the question a supervisor will push on hardest, because cutting dividends works and issuing equity in a crisis usually doesn't.
   6. The relationship with supervisory tests: the regulator's exercise, CCAR in the US, the EBA's in Europe, and the RBI's stress-testing guidance in India, uses common prescribed scenarios so banks can be compared. ICAAP is idiosyncratic and covers risks the common scenario ignores. Under the SREP the supervisor uses your ICAAP to set a Pillar 2 requirement on top of Pillar 1.
   7. Governance is half the assessment. An ICAAP the board has clearly never read fails regardless of the modelling quality. The board's sign-off on the risk appetite and the capital plan is the artefact supervisors look for first.

   Where candidates lose it

   Describing ICAAP as a document rather than a process, and forgetting Pillar 2 risks. If you can't name interest rate risk in the banking book and concentration as the two big risks outside Pillar 1, you have not understood why ICAAP exists at all.

   Expect next

   • Which Pillar 2 risk is usually the largest?
   • How would you size a management buffer?
   • What management actions would a supervisor refuse to credit?
5. 019Your model says that was a one-in-ten-thousand-year event, and it has now happened twice this decade. What is wrong?Tail risk and stress testingHardsuperdayModel validationBank market risk

   Say this

   The model is wrong, not the world. Two ten-thousand-year events in ten years is overwhelming evidence against the distribution, and the usual culprit is a normal assumption applied to a market that isn't normal.

   Then walk it

   1. First, the arithmetic. Under the model, the probability of two such events in a decade is vanishingly small. Bayes says you should abandon the model long before you conclude you got unlucky twice.
   2. Most likely cause one, the wrong distribution. Normal tails decay far faster than real financial tails. A move that is 6 sigma under a normal is roughly a 1-in-500-million-day event; under a t distribution with four degrees of freedom it's something you see every few years.
   3. Cause two, non-stationarity. The model was calibrated on a regime that no longer applies. Volatility clusters and regimes shift, so an unconditional distribution fitted over twenty years will call a high-volatility regime impossible.
   4. Cause three, a dependence assumption. Individually plausible moves become impossible jointly if you've assumed low correlation. In a crisis correlations go to one and the joint event is far more likely than the model thinks.
   5. Cause four, the mundane one that is often the real answer: the event was outside the model's domain entirely. A sovereign default, a currency peg breaking, a negative oil price. The factor wasn't allowed to do that, so the model assigned it probability zero rather than a small number.
   6. And the professional answer to 'what do you do': stop quoting return periods you can't support. Report the scenario and the loss, drop the implied probability, and say the model is uninformative beyond the range where you have data.

   Where candidates lose it

   Defending the model by saying markets got unusual. That's the answer a regulator hears from a bank that is about to fail. The point of the question is whether you will update your beliefs against a model you built, and the credible answer names fat tails, regime change and the correlation assumption specifically.

   Expect next

   • How would you re-estimate the tail with so little data?
   • Would extreme value theory help here?
   • How would you communicate this to a board that has been shown the old number for three years?

Firm tags come from public, anonymous candidate reports on Wall Street Oasis: strong signal, not sworn testimony. Firms are named as the places a question was reported, not as partners of Fin Maverick. Answers are written for this page to show how to think out loud; they are not scripts to recite.