Disconnect between stated mission and interview experience I was truly excited to interview for a role focused on expanding access to behavioral health care for underserved communities. Unfortunately, the interview experience raised concerns about how authentically those values are practiced internally. The interview began late and included personal multitasking in a way that felt unprofessional. Combined with multiple overlapping, rapid questions, the process felt chaotic and rushed. It didn’t feel like an accurate reflection of my abilities, but rather a breakdown in how the interview was structured. Candidates are required to complete a substantial unpaid case study (15–20 hours) that directly aligns with the organization’s strategic growth goals. There was no feedback, acknowledgment, or closure afterward — even when I followed up with additional strategic insight. This felt exploitative and unethical, especially for a company centered on trauma-informed and community-focused care. Leadership was frequently referenced as the primary voice for articulating mission and vision, but was unavailable to participate in the process. Without insight into decision-making leadership, it was difficult to assess whether the operational priorities align with the values advertised. Based on the discussions, I left with the impression that the role is primarily sales-driven — focused on referral volume and intake numbers — rather than on sustainable community partnerships, identity-affirming care, and continuity of support. The mismatch between the stated mission and the priorities communicated in the interview was significant. Pros: • Mission addresses a real need • Opportunity to drive meaningful impact if internal alignment improves Cons: • Disorganized interview environment • Extensive unpaid labor required • No follow-up or acknowledgment post-deliverable • Conversation heavily focused on numbers over care • Lack of leadership visibility during hiring • Practices did not feel aligned with stated values