The interview process consisted of four rounds: a techno-functional discussion with a senior leader, followed by a technical round with a Product Manager. The third round was with the HR Head focusing on cultural fit, and the final round was a face-to-face discussion with the Business Head, which was described as a formality by HR. While the first three rounds were well-structured and positive, the final experience was highly unprofessional. I was asked to travel to the Hyderabad office for the face-to-face round at my own expense. The Business Head joined the discussion briefly for about five minutes, stepped out mid-conversation to take a call from the Chairman, and never returned. No questions were asked, and no meaningful interaction took place. Subsequently, I received a generic rejection email without any explanation. Despite multiple follow-ups requesting feedback, the HR Head did not respond, likely because there was no substantive basis for the rejection. Additionally, from the very first HR call, there was repeated emphasis on ignoring negative reviews on public platforms, with assurances that leadership and culture had changed. However, this did not reflect in the actual interview experience. I was also informed by a former employee (second-hand information) that a large number of employees were laid off previously without timely settlement of dues. Overall, the process showed a lack of respect for candidates’ time and money. I incurred approximately ₹15,000 in travel costs for an interview round that was neither taken seriously nor handled professionally.