The interview process moved quickly in terms of scheduling but felt surface-level and reactive when it came to answering detailed questions about the role and company structure. When I asked strategic, pointed questions about processes, team support, and role clarity, the responses were vague and inconsistent, signaling a lack of clear direction. It became apparent that the company is still grappling with integration challenges, with conflicting ways of working between legacy teams and new leadership, which leads to confusion and unclear expectations. The role itself seemed like a catch-all position where I’d be expected to “wear many hats” without clear priorities or adequate resources. This raised serious concerns about sustainable workload and professional growth. Moreover, the interviewers didn’t seem interested in assessing whether the role was a fit for me; the focus was mostly on whether I could fill their immediate needs, which felt transactional and short-sighted. Throughout the process, team morale came off as low, with some interviewers appearing disengaged or even indifferent. That environment, combined with leadership’s apparent top-down control and absence of transparent org structure, suggests deeper systemic issues. I mentally checked out after the first interview but continued the process, which ultimately proved to be a poor investment of time and energy. My confidence in this company and the interview process stands at 2 out of 10. For candidates seeking clarity, support, and a sustainable role with growth potential, this experience is a clear warning sign.