I interviewed four times at AgileOne for a role that evolved throughout the process. Initially, the role seemed scoped for a senior leader or director level. In fact, I had applied for a similar director role with them six years ago. However, it became clear that, while they needed director-level expertise—due to the program doubling in size and scope—they only wanted to pay a program manager salary. The previous person, I discovered, was originally a coordinator who had been placed in a program manager role. Despite recognizing the need for a substantial upgrade in experience and leadership, they stuck to the lower salary tier. This created a disconnect between what was asked and what was to be offered. After all that, I was declined, and they reposted the role twice within 60 days. It was disappointing, as it felt misleading. It also highlighted salary compression issues and a reluctance to pay for the level of talent they acknowledged they needed. Advice to Management Be clear about role expectations from the start, align compensation with the level of expertise required, and avoid misleading candidates about long-term role scope.