Super slow process, it takes months. Panelist himself said in their company no one works proactively. Things remains as it is without follow up. They took 4 months to set up 2 rounds. That shows the speed. Every one looks scared in that company expressing - x is our bread and butter and due to AI we need to change our strategy. One panelist was probing to know too many AI details, business insights of my current company. It sounded unprofessional. Anyway good to know such people who are stuck in such a company for decades and lack skills to conduct an interview . They kept on delaying feedback after succesful completion of the rounds. Initially they said its positive and then they said position is closed. Such a time waste!

Includes Business Case related to Procurement Consulting. 3 rounds of interview; i.e. interview with HR, interview including a Case Study shared before the call with sufficient time to respond to questions and summarize the approach in a short deck and final interview with local Director.

"The interview situation at the company is less than ideal due to both the processes in place and the personnel involved. It is clear that, from the Directors down, there is a widespread belief that Procurement is managed using Excel with V-Lookup function. This perception is indicative of a broader lack of strategic understanding within the organization, as many seem unable even to spell "strategy." Despite branding themselves as a technology company, they lack essential tools for spend analysis and are unfamiliar with platforms like Power BI or Tableau. It is concerning that such a company remains in business, though this might be attributed to their clients, who also exhibit a similar lack of professionalism. Engaging this company for procurement transformation or P2P management is unlikely to yield innovative solutions, as they are entrenched in outdated practices. The interview process highlighted these issues. An initial red flag was raised when I was informed of an interview with one of the "Directors" with just an hour's notice, due to a scheduling error by HR. Despite previously agreeing to a different date, I had to adapt quickly to accommodate the change. In the third interview, I was supposed to meet with a senior-level individual who did not attend, delegating a "Director" instead. The interview revealed a concerning reliance on Excel and V-Lookup for data analysis, which is not aligned with industry best practices for handling complex data. A critical task assigned to me involved analyzing a data dump from SAP for a specific category. However, the absence of a material master, category classification, and accurate descriptions rendered this task nearly impossible. The proposed solution—to develop a taxonomy and use V-Lookup for data retrieval—raised further doubts. Given the lack of proper data management, including the possibility of spelling errors in item descriptions, the accuracy of the V-Lookup results is highly questionable. Overall, this experience has raised significant concerns about the company's capability to manage more complex responsibilities, reflecting a broader issue of inadequate professional standards and strategic thinking."