Candidates should be prepared to invest considerable time and effort across multiple months and rounds, including a preparatory task, six Korn Ferry assessment modules and several interview stages. While interactions were professional, the overall process lacked clarity and coordination. The full recruitment stages were not outlined upfront, timelines dragged considerably, and even at late-stage interviews there appeared to be uncertainty around what the remaining process would involve. The process ultimately concluded with no offer made to anybody. The role was then reposted immediately - word for word - with the same scope and requirements. The role remit itself appeared exceptionally broad, combining strategic leadership expectations with substantial hands-on operational responsibilities. Clearer prioritisation of responsibilities, realistic expectations for a standalone role, and greater visibility on support structures would help better align what the organisation needs with what one person can reasonably deliver. For a company that places significant value on decisiveness and efficiency, the overall experience felt at odds with those stated principles.

2 stage 1st was with LM which focussed on career history and interests 2nd was a panel interview which was based on competency alignment between me and the job role. It was a panel of 4 senior people.

Phased interview process was chaotic, drawn out (months) and unprofessional. Interviews lacked substance and interviewers were chronically late and cut off interviews twice early due to meetings. Some interviewers were unable to answer targeted questions regarding their current deliverables, scopes of work and expectations. Hiring manager was not forthcoming with simple requests e.g. the details of a standard benefits package.