The interview process was long and inefficient, but the most serious, glaring issue was the CEO interview.
The interaction with the CEO was one of the most unprofessional and poorly run interviews I have experienced. The conversation lacked structure, clear objectives, or even a consistent understanding of the role. Questions were contradictory, feedback was extremely contradictory, and there was no coherent explanation of what success in the position actually looks like.
When I asked a basic question about how performance would be measured, the CEO redirected the question back to me and had me define the metrics myself. That answer was then treated as if it were the company’s existing standard. This raised immediate concerns about whether there is any real alignment or leadership clarity at the top.
The tone of the conversation was equally concerning. The CEO frequently dismissed answers, challenged points without explanation, and created an environment that felt more adversarial than evaluative. Instead of a professional discussion, it felt disorganized, reactive, and at times condescending.
What stood out most was the lack of preparation and apparent unfamiliarity with how to conduct a structured, effective interview. Leadership behavior at this level is a strong indicator of company culture, and this experience did not reflect well.
Candidates should be aware that by the time you reach this stage, you will have invested a significant amount of time, only to encounter an interview that lacks direction, professionalism, and clear evaluation criteria.
Based on this experience, I would strongly advise others to think carefully before committing to this process. Seriously. Run away.
