There appeared to be no dedicated in-house HR recruitment team, so the scheduling and organisation relied heavily on the external recruiter and the hiring manager. This sometimes made the process feel ambiguous.
On the positive side, feedback and progression through the first two stages were handled quickly and clearly, which I appreciated. I had three interviews overall, and the first two were engaging, professional, and made me feel at ease while discussing my fit for the role.
The final stage, however, was with the new CFO. Perhaps the decision had already been made before we met, but the interaction came across as unnecessarily aggressive and negative. The style felt less like an assessment of my skills and more like an attempt to provoke or unsettle — something that could be perceived as bullying in a modern workplace. At one point, I was even laughed at for asking a reasonable question.
I have interviewed with senior executives elsewhere and been treated with respect, even when I wasn’t the right candidate. This contrast left me concerned about the culture here. Ultimately, I’m glad to have avoided joining, as the interaction raised questions about how the "tone at the top" might cascade through the organisation. It also risks undermining the company’s ability to attract talent in an increasingly emotionally intelligent workforce.
