Interview Process: The interview process lasted over two months and involved 5 different steps. The stages included an HR screening, personality and assessment testing, a culture interview, a meeting with the hiring manager, and ultimately a panel presentation with sales leadership. For the final round, candidates were asked to prepare a 10-minute value proposition presentation and a 30-minute territory plan. I spent a significant amount of time preparing for this presentation. However, the guidance provided beforehand indicated that it was understood candidates would not have access to all information and should simply do their best with what was publicly available. During the panel, several questions were asked that required a deeper level of internal product and competitive knowledge than what had been communicated in advance. Without internal resources or onboarding context, it made the expectations difficult to fully meet. Outcome: After completing all interview stages and meeting with seven individuals, it went silent, so I emailed HR for an update. Two days later, I received a rejection notice approximately two months after the process began. Advice for Management: Providing clearer expectations for final-round presentations would improve the candidate experience. If competitive positioning and deeper product knowledge are expected, sharing those expectations earlier in the process would allow candidates to prepare more effectively. Given the number of steps involved, it may also be helpful to streamline the interview process to reduce the time commitment required from candidates instead of wasting EVERYONE's valuable time.

Spoke with hiring manager, was friendly, but very vague about the actual position and their sales process, which made it sound like their sales process was unstructured and also the company planning was off because he said the position wasn’t even determined as open for the new territory. No feedback, next steps, odd communication style.