The interview process for the General Manager role at Real Floors was unusually long and inconsistent. It consisted of more than 7.5 hours across multiple rounds, including video interviews with the Regional Vice President, Executive Vice President, and COO, followed by an in-person site visit at the San Diego branch. I was introduced to staff, asked to spend time with the executive team in a setting that was described as informal, but included comments such as “as long as you don’t (expletive removed) it up” — which set a troubling tone. Leadership frequently used unprofessional language and took a very casual approach despite the formal weight of the process. The EVP even wore a Hawaiian shirt during the final meeting. Throughout the process, expectations were unclear and shifting. The company missed its own stated decision deadline, and when an offer finally came, it was $10,000 lower than what was discussed early on, with key components of the compensation package delayed until the following year. Despite being offered the position and going through every stage of vetting, I was ultimately rejected after I professionally reiterated the original compensation expectations. The experience suggested that the company values control over clarity, and posturing over principle.