The interview was a 14-minute video call with CEO Hector Sunol. The experience was unprofessional, rushed, and dismissive from the start. Rather than a structured or respectful discussion, the call quickly turned into a power play. Hector repeatedly interrupted me mid-sentence and became increasingly combative when I attempted to walk through strategic answers based on my experience.
I was asked, âWhat would you do to take a product from $0 to $100,000?â and began outlining a clear process: product alignment, persona definition, lead generation, CRM setup, segmentation, and nurturing. However, I wasnât allowed to finish a single full thought. Every time I began to explain, I was cut off and told I wasnât providing enough âmeat,â even though I was presenting a logical, structured response.
Rather than listening or asking clarifying follow-ups, Hector shifted the tone toward condescension, repeatedly asserting that he had âbuilt multiple companiesâ â not as context, but as a means to invalidate my approach and position himself as the only authority in the room. It felt less like an interview and more like an ego-driven interrogation.
The call abruptly ended with, âThis is not going to work,â without any closure, feedback, or appreciation for my time. No professional courtesy, no chance to ask questions â just a hard shutdown.
Overall, this felt like a clear case of power-tripping, not leadership. Itâs a red flag when an executive feels the need to dominate an interview instead of fostering a conversation. If this is the culture at the top, I can only imagine what working there would feel like.
