Hi there, I'm Mike and I'm the one who interviewed you, I'm deeply sorry that you took away this impression from the interview. There are certain things I can improve on with the process, so firstly thanks for raising it. We've constructed in the interview process into 5 stages. This is an incredibly important role to the company, so each step is graded, the results collated and then reviewed by a wider group. I won't go into the nuance of each step but to give you a sense it roughly follows this convention: 1. A screening process with a set of questions on candidates are as a human, how they define themselves and a set of very basic questions for the role so that if you encounter the right person they will enjoy the questions 2. A culture interview 3. A deeper technical interview 4. A team interview 5. A final review with the candidate on the process and goal setting for the role In conjunction, we have a few principles when hiring for any role here: 1. Be fast, efficient and avoid leaving a prospect hanging 2. Be candid 3. Could you see yourself working WITH this person today AND in a different circumstance could you see yourself working FOR this person? My opening question is designed to engage a discussion around who you are, and it's very simple "Who are you as a human?". I particularly like this as a question as it is open-ended and gives a candidate the ability to control the meeting, we are after all looking to fill a leadership position and we've always considered our best hires to be the ones who take any opportunity to construct their ideal process and bend the process to match (within reason). It's certainly not a perfect question, but it provides a perspective on who they think they are. Usually, people talk about their careers, but what we're really looking to understand is their dreams, aspirations and how they view life and its impact on others. The hardest interviews I tend to find are the people who view their careers as the single defining characteristic of their lives, this is frankly uninteresting and difficult. As I mentioned, when talking to leaders I like to be drawn into their world and learn about as much as possible (within the timeframe of course) and exchange insights into about what we've learned in our business to see what they think about us. The key question we're trying to understand is why they are interested in joining us on our journey vs staying on their current path, what can we add that they find unfulfilling at the moment and how do they balance their life and career with us if they were to do so? The final check revolves around capability, and we use three basic questions designed to get to a simple understanding of their comprehension for the role they are applying for. For this role, it could be a question on finance, legal or people management. Not being able to explain a basic finance term that we use in the industry (SaaS software) gives an understanding of the shape of the candidate's knowledge and gaps. E.g What's net negative churn and what's so important about it? ... or how would you explain GAAP to a new employee? These are basic concepts in our industry for a VP of Operations and we'd expect that the candidate we are looking for would relish the opportunity to tell us all about these concepts, as they are familiar and they could educate and communicate them effectively. Again thanks for taking the time to respond. I am sorry you took away the interview as negative, after 30+ interviews we do have a sense on what can be improved. Your thoughts have really shown a different perspective and something we will look to improve on immediately. - Mike