The process felt disorganized, disingenuous, and disrespectful of candidate time. Eduardo Gonçalves first contacted me. I then spoke with Alora Enneking, Merisa Tomaro, and Pablo Navascués. The process stretched across several weeks, involved four conversations, multiple follow-ups, and a substantial amount of unpaid strategic work. The biggest red flag was being contacted by Alora at 7:00 AM Mountain Time to accommodate Merisa’s schedule. That may have been 9:00 AM on their side, but it was 7:00 AM for me. I accommodated it professionally. In the interview, Merisa explained the schedule change was because of her son’s knee/MRI situation. I respected that as a parent and adjusted. I also prepared and submitted a full QBR / GTM plan covering outbound, inbound conversion, pipeline math, CRM discipline, paid media strategy, lead routing, CAC, LTV, ROAS, ICP targeting, and a 30/60/90 execution plan. No one raised concerns in real time. The conversations were positive. Then after the final interview, communication slowed, I had to follow up, and the final feedback was that I did not go deep enough on practical application or measurable outcomes. That feedback did not match what happened. I was asked how I would execute a GTM launch, and I gave them exactly that. It felt like I gave them free consulting while they were already leaning elsewhere or internally misaligned. Bottom line: the process lacked candor, the feedback did not match the work submitted, and candidates should be careful investing serious unpaid time here without clear decision criteria up front. Never be gracious of disorganization; it points to deeper moral and ethic issues under the surface. If you need truth; go elsewhere.