Early interviews with hiring manager & peers to the role were extremely positive; excellent conversations that blended where the company is starting and where they want to be, applicant skill history, and details of the role’s needs and impact. However, the process ultimately turned into five individual interview sessions, which in my opinion is too many. For a company discussing aims of efficiency, this is an excellent opportunity to practice that with panel interviews (respect the applicant’s time), and show trust in staff decisions where it doesn’t require so much oversight and input. The final round was with the CX leadership, which was the complete opposite of the earlier experiences. The interviewer was exceedingly disengaged throughout the extremely brief interview (25 minutes). Despite attempts to gauge the CX approach and culture as seen from that level within the company, every question was answered so generically and in the minimal number of words. It felt like interviewing an 18 year old retail associate. It was highly disappointing to see the lack of articulation and enthusiasm that was so highly demonstrated by the lower levels within the company, and for this to be from the CX leadership no less. Recruiting was very kind and enthusiastic, but had huge issues in researching/delivering information, and took several days to respond to emails. In the end, recruiting ghosted me and left my inquiries unanswered. Overall, I think the engagement and aims of F5 are amazing, and somewhere I would really enjoy work each day. Yet, for a company that continually made it clear communication was a priority, that expectation apparently is not held consistently by internal members.