✅Introduction:

Sure! I just finished my Master’s degree at Schulich, and I also did my

undergraduate at York University with a major in Financial and Business
Economics.

In the past few years, I’ve worked in several client-facing roles at

education institutions and in a retail store.

To give more details, I was working as a marketing representative at

SavvyPro. I launched a business line—from designing the product and
marketing it, to successfully selling it to over 100 clients.

At the same time, I also worked at a retail store as a sales and marketing
representative. My main responsibility was to market products both online
and offline, identify clients’ needs, and also predict what products might
become popular, then sell those to the right clients.

I also worked on some projects. In one of them I was working as a

consultant helping a local business reach its expansion goals. In that
project, I visited many bridal shops and talked to their customers. that’s
when I heard their stories and realized that client work isn’t just about
selling—it’s about helping people through what you offer. And that’s the
part of the job I enjoy the most.

✅WhyPBA Why Personal Banking Associate?

I think this position is a great fit for me because I really enjoy working with
people and solving problems.

My very first job in Canada was at an education institution. At the

beginning, I worked in customer service—both pre-sales and after-sales. I
helped students and parents with all kinds of questions, from course
selection to follow-up support, and also helped them choose the right
product. That experience taught me how important communication is, and
how being patient and responsible can really make a difference.

I’ve looked into this role, and I understand it’s about supporting clients
with everyday banking, answering questions, handling transactions, and
recommending the right products to help them reach their financial goals.
So this role requires strong communication and problem-solving skills, plus
professional knowledge—and I feel confident that I can do a great job.
And I wanna talk about why I am getting more and more interested in
Investment. Part of that came from my own learning, and part came from
the people I’ve met through work and life. I realized that everyone has a
dream, like different life goals—some want to buy a bigger house, some
are planning a wedding, or start a business—and all of these goals need
financial support.

So I think it’s really meaningful to become someone who can guide clients
toward the right financial choices and use my knowledge to help them
achieve what they want.

✅Why TD Why do you want to work at TD?

I believe TD is an excellent place for career growth. Before I started

applying for jobs, I had coffee chats with many professionals to ensure I
chose a direction I’m genuinely interested in. One of my friends joined TD
a few years ago as her first job, and she’s now in a senior role working on
small business loans. Seeing her career progression firsthand showed me
the clear development path at TD.

To be honest, TD has always stood out to me. It was the first bank I
opened an account with when I arrived in Canada, so I feel a personal
connection with it. I’ve been a TD customer for years, and every time I
visit a branch or speak with a TD representative, I consistently experience
professional and friendly service. That left a strong impression on me.

Years ago, when I just came to Canada, my finance started at TD, and
yesrs after that, I am looking for my first job, I really hope that my career
also start at TD, We are gonna have so many good memories and personal
connections.

✅Long term goals/3-5 What are your long-term goals at the bank?

In the first one or two years, I want to focus on doing my job really well—
understand the products, the systems, and be able to serve clients
independently and confidently.

In the next few years, I hope to take on more responsibility—maybe

support the team, help others, or even work with more complex or high-
value clients.

Long term, I’m open to exploring more directions at TD. I’m not in a rush,
but I’d love to grow step by step and see where I can make the biggest
impact.

Weekness

One of my weaknesses is that I like to do things as well as possible, and

sometimes I try to do more than needed.

For example, during my ECP project and other group work, I often gave a
lot of improvement ideas or tried to go beyond what was required.
Sometimes the task was simple, like doing a few interviews, but I would
suggest finding more types of people to interview or digging deeper than
what the assignment asked for.

My goal was always to do a great job, but I later realized that it might
make my teammates feel a bit overwhelmed, and the work didn’t feel
equally shared.

Some teammates gave me honest feedback, and I really appreciated that.

After that, I started adjusting— I still aiming for high quality, but now I pay
more attention to balance, and I make sure everyone in the team has
space to contribute.

Quick Learner

Sure! During my Entrepreneurial Consulting Project, I led a team helping a

bridal fashion brand explore both B2B and B2C market expansion. I had to
quickly learn a lot about a completely new industry—especially bridal
design, pricing, and how suppliers and clients think

I started by doing research, reading about fabrics, styles, and supply

chains. For example, I found that the most expensive fabric was silk
mikado—but I still didn’t know how local customers in Toronto felt about it.
I realized that textbook knowledge wasn’t enough—I needed real insights

Because I was the team lead, I really wanted to guide the team well. So I
organized our findings, divided the topics among team members, and after
speaking with our client, we visited bridal stores in person to talk to staff
and observe what customers were looking at. We also interviewed many
clients directly.
After that, we used these info and give much more specific and practical
recommendations. The client was very happy with our work, and our final
presentation was ranked #1 in the class.

That experience showed me that learning something new isn’t just about
reading—it’s about staying motivated, asking questions, and taking the
extra step to really understand things in action.

Understanding customer needs & Giving solutions

Sure! At SavvyPro, I was worked on a consulting product that helped

students plan their academic path over four years. This was especially
useful for students who were thinking about future internships or job
applications.

When I started doing this, I noticed that many customers came in without
a clear idea of what they wanted. For example, they would just say, “I
want to take finance courses.” But finance is a huge area, and with only
that information, I couldn’t really give them the best advice.

So instead of just answering their questions one by one, I took the lead
and guided the conversation. I asked them why they were interested in
finance, what their long-term goals were, and what they already knew.
Sometimes I found that their concerns came from peer pressure, their
parents, or just a very surface-level understanding of the topic

Based on their real concerns, I gave them tailored suggestions. For

example, if someone was just following what their friends were doing, I
helped them explore their own strengths and interests. If they were
stressed by family expectations, I explained the pros and cons of different
paths in a clear, balanced way.

As a result, customer satisfaction went up, and my sales performance

improved too—because once they trusted me, they were much more open
to buying our services.

Multiple priorities

Sure! Last year, I had to manage two big things at the same time—I was
finishing my Master’s degree, and I was also launching a new business line
at work.

So, To handle both, I first made my goals really clear. Then I broke them
down into smaller tasks and looked at which ones were most urgent and
important. I estimated how much time and effort each would take, and
created a timeline to plan my week.

I blocked off time for each task and checked in with my team every day.
We used shared documents to track progress, and I made sure to leave
some buffer time in case anything took longer than expected. If something
changed, I adjusted my plan right away.

In the end, I successfully completed my degree, and the business line I

launched made over $10,000 in revenue. That experience really taught me
how to stay organized, manage pressure, and still deliver results on both
sides.

Team members do not contribute

Sure! During one of my major group projects in grad school, I was the
team lead. At the beginning, everything looked fine, but very quickly I
realized that a couple of team members weren’t contributing. They often
missed meetings, gave vague updates, and pushed their tasks onto the
rest of us.

At first, I tried to handle it in a friendly way，I reminded them privately and

encouraged them to take part. They always said they would, but when
deadlines came, their parts were never done, and we had to step in last-
minute to fix everything. It felt really unfair to the rest of the team.

So for the second assignment, I decided to take a different approach. I

asked the responsible members to send their parts directly to me, and I
didn’t follow up with the ones who hadn’t contributed before. I wanted
them to feel the urgency and realize they couldn’t just rely on others
again.

At the same time, I prepared a planb by doing part of their sections myself
, just in case they really didn’t care and we had to submit without them.
But to my surprise, once they saw no one was chasing after them, they
got nervous and reached out. I then had a calm conversation with them,
explaining how their actions affected the group.
After that, things really improved—they started contributing on time, and
we finished the rest of the project smoothly.

That experience taught me that in teamwork, sometimes it’s not just

about pushing others—it's also about helping them realize their
responsibility and making sure everyone has a fair chance to contribute.

Conflict

Sure! In my ECP project, we were helping a local wedding fashion brand

explore how to expand their business. After doing our research, we
suggested two directions: one was B2B—selling to retailers or boutiques;
the other was B2C—selling directly to consumers.

When we presented these options to the company, the executives had

very different opinions. Some wanted to go B2B, others strongly preferred
B2C. Since it’s a family business, the disagreement was quite intense, and
they couldn’t move forward

So what I did was break down both plans in more detail. I created a
roadmap that included cost estimates, timelines, and what results they
could expect from each path. Then I asked them a simple question:
“What’s the main goal of this expansion? Is it about building your brand
image, or is it mainly about growing revenue?”

And they said revenue was the priority. So I helped them quickly compare
the ROI of both paths, based on things like startup costs and how fast each
could generate profit. The B2B plan showed a faster and more reliable
return.

And in the end, they all agreed to move forward with the B2B strategy.
They told us that the clear breakdown helped them align and made the
decision. For me, it was a great lesson in how asking the right questions
and presenting details clearly can help resolve conflict—even between
people who are very emotionally invested.