The interview process took seven weeks and consisted of four rounds plus an initial recruiter screen. While my interactions with the European team were generally positive, my experience significantly deteriorated when I began interfacing with the North American staff. Here’s a breakdown of the process: Week One - Recruiter Screen: Fairly standard and handled by an external staffing firm. The recruiter asked general questions to assess my fit for the role and determine whether to submit my application to the client. Week Two - Internal HR Screen: I spoke with a friendly HR Business Partner who explained the opportunity in detail and asked a few technical questions provided by leadership. Week Three - Panel Interview: This was conducted with technical counterparts overseas. It was straightforward, involving modeling questions and other technical assessments. Week Four - Interview with a North American Exec (Communicated as the Final Round): This is where the problems began. While I appreciated the individual’s candor, he started the conversation by admitting he hadn’t reviewed my résumé and was concerned about my lack of renewable energy experience. This was my fourth engagement with the company, so it was frustrating that this issue only surfaced at this stage. I addressed his concerns as best as I could and received positive preliminary feedback. I was told to expect next steps by the end of the week. No one reached out. Week Five - Radio Silence: The recruiter couldn’t even get a response from the company. I was suddenly informed that my previous interview might not have been the final round after all. Week Six - Communication Resumes: I received an email advising that there would be a real final round the following week. This meant waiting another week. By this point, I had two competing offers and informed the company of this to gauge if it was worth proceeding. I was assured the final round was merely a "formality" and that the company was very pleased with me. I was also told feedback would be immediate, given my other offers. Against my better judgment, I agreed to proceed. Week Seven - Second Interview with a North American Exec: This interview started with the exec introducing himself before stating he’d "put me in the hot seat," which immediately contradicted the assurance that this round was just a formality. Like his counterpart, he focused on my lack of direct renewable energy experience and asked detailed questions about models I’d built in prior roles—questions that should have been addressed earlier in the process. The most frustrating part was the lack of immediate feedback as promised. I had to follow up multiple times and wait several days for a response. By the end of the week, I was informed that while they appreciated my time and effort, they had decided to continue their search for a candidate with "direct renewable energy experience." While I don’t feel entitled to any job, the company should not have told me an offer was on the way or that the final round was merely a formality. I was prepared to withdraw to avoid wasting anyone’s time and only participated in the final round because I was led to believe they were ready to present an offer. Final Thoughts: The fact that they subjected me to a seven-week process only to hire no one speaks volumes about the disorganization of their North American team. I’d advise the company to align their European and North American teams on hiring priorities to prevent such a poor candidate experience. Streamlining the process is also essential—seven weeks is excessive and risks alienating strong candidates. I would advise any prospective candidates to strongly consider looking elsewhere, unless they promise upfront their interview framework has been completely revamped. If this process is an indication of their corporate culture, you’re likely better off avoiding the frustration entirely - especially given the misleading comments on timeline and offer status.