Jasper Kim’s Leadership Journey at Coupang’s GO FSP Back-end Engineering Team

At Coupang, talented individuals come together to connect technology with customer experience, constantly striving to deliver better services. Among them are leaders who have deepened their technical expertise over time while expanding their influence across the organization. 

Jasper Kim is one such leader. Currently heading the GO FSP Back-end Engineering team, Jasper not only serves as a technical manager but also contributes to the organization’s growth as a Bar Raiser Trainer. In this interview, we explore Jasper’s journey at Coupang and his philosophy as a leader.

Can you briefly introduce yourself and your current role? 

Hello, I’m Jasper, leading the FC Inventory Engineering organization within Global Operations Technology. I joined Coupang in early 2016 as an engineer on the Warehouse Management Systems (WMS) team. Since then, I’ve worked across Inbound, Inventory, and Quick Commerce development, and now serve as a manager overseeing multiple teams within WMS. 
 
 

You’ve been with Coupang for nearly 10 years. What has helped you grow and stay committed over such a long period? 

Many of my colleagues have been here longer than I have. Like many of them, I didn’t initially plan to stay for 10 years--but time flies. As anyone here would probably agree, each day at Coupang is incredibly busy. What started as a series of busy days has turned into years, and now I find myself approaching a decade at Coupang. Over the course of this journey, I’ve had the opportunity to work on multiple projects and reach meaningful milestones. Each one brought new challenges, and together, they’ve shaped me into who I am today. I started as an engineer and progressed through various roles, from Senior Engineer and Tech Lead to SDM and Director. This growth wouldn’t have been possible without the unwavering support of my teammates and mentors, who empowered me to take on challenges with confidence and put ideas into action. 
 
 

I understand that you are actively involved not only as an interviewer for the Tech organization but also as a Bar Raiser Trainer. As a Trainer, what do you believe are the core competencies that a Bar Raiser must possess?  

A Bar Raiser acts as a counterbalance—someone who upholds high standards and brings a long-term perspective in hiring decisions. They provide objectivity and help maintain balance in the process. By asking the right questions, they help interviewers more carefully evaluate whether a candidate truly aligns with our organization. Even when all interviewers say “yes,” a bar raiser must be willing to say “no” if necessary. Their role is to meticulously examine even the blind spots—areas that may have been overlooked in terms of whether certain standards are met or unmet or how certain aspects may exceed expectations.  

Have you met any particularly memorable candidates during the numerous interviews you had? What stood out to you? 

As a bar raiser, I’ve had the opportunity to interview candidates across a wide range of roles—engineers, designers, product owners, and more. Each person has a unique story, and it’s both fascinating and enlightening to learn how they’ve grown and what efforts they’ve made, all within a one-hour conversation. A bar raiser is particularly focused on an in-depth evaluation of a candidate’s alignment with our Leadership Principles and organizational culture. During this process, I’m naturally drawn to candidates who have rich experiences that correlate with these principles and who can articulate those experiences in a clear and convincing manner. 
 
One of the most impressive candidates I’ve ever interviewed was applying for a manager position. This individual had a distinctive philosophy and practical know-hows in leading a team and fostering team members’ growth, while also remaining deeply committed to their own continuous development. Interviewing someone who makes you think, “I’d love to work with this person,” is not only enjoyable—it also offers a moment of reflection for me. 
 
 

When was the moment at Coupang that made you feel especially proud while working at GO FSP Back-end Engineering team. 

Before joining Coupang, I worked at a B2B company, where the products and services I contributed to felt rather distant from my personal life. My family didn’t really understand what Idid. After joining Coupang, the work that I engaged in started to feel much more relevant and connected—not only to my daily life, but also to that of my family and friends. I felt proud knowing I was contributing to something that directly impacted people’s lives. During the early days of COVID-19, when going outside was difficult, Coupang’s services were a lifeline for many. Just being part of that effort was incredibly rewarding. 
 
 

As a manager leading a team, what do you consider most important when it comes to helping each team member grow and develop their capabilities? 

I focus on identifying both the strengths and areas for improvement of each team member. Based on these insights, I create plans tailored to each person. From the team member’s perspective, it is important to have measurable visibility into their progress throughout the whole process. Establishing a baseline for their tasks and tracking performance accordingly helps build that visibility. I also encourage detailed and comprehensive documentation that goes beyond simple record-keeping. When done well, documentation serves not merely as an outcome of execution, but as a reference and rationale for our decision-making process, which I believe makes it a valuable tool. Additionally, I try to connect team members with mentors who can help them gain an objective understanding of their own competencies so they can continue to grow. 

Can you share a memorable experience from your time at Coupang? 

One day, while taking out the recycling, an elderly neighbor kindly struck up a conversation with me. Noticing the small rocket logo on my shirt, he asked in surprise, “Do you even help with things like this?” That moment made me realize just how far Coupang had come in terms of public recognition. It also reminded me of the responsibility I carry as a representative of the company, that I needed to be more mindful of my actions even outside of work. It was a small moment, but one that left a lasting impression on me. 
 
 

From your perspective as an interviewer, what advice would you give candidates preparing for a Coupang interview? 

I’m often impressed by candidates who come well-prepared and handle situations with composure. Success in interviews isn’t about background—it’s about thorough preparation. There are plenty of resources readily available these days, from YouTube videos to books. I recommend using them actively.  

Doing a dry run with a friend or recording your own answers for objective review can be tremendously helpful. Challenge your own responses by asking “why”. For example, if you answer, “I implemented solution A to solve the problem,” ask yourself follow-up questions like these: Why did you think that it was a problem? Why did you choose solution A? What was the relationship between the problem and the solution? Were other options considered? and so on. This kind of practice helps you deliver thoughtful, logical answers to any question. 
 
 

Lastly, what are your future goals or plans? 

I’m currently focused on successfully leading the ongoing project toward the goal of launching a reliable service. I also aim to contribute to the stabilization of related systems, ultimately improving the overall service scalability by more than tenfold. By taking the lead in strengthening both the systems and the organization, I hope not only to grow personally but also to foster growth among team members and partner teams.