Suvera’s mission is strong, but my first interview with the CEO fell far below expectations for a senior leadership role.
He joined late and appeared completely disengaged throughout the call with slouched with his head in his hand, staring blankly at the screen, and repeatedly adjusting his camera. His questions were mumbled, unfocused, and lacked any real structure, making it difficult to understand what he intended to evaluate.
For a role he described as “very important,” the lack of professionalism, preparation, and clarity made the conversation feel fundamentally misaligned with the standards of a high-growth organisation. By the time the abrupt, generic feedback was delivered, I found myself more relieved than disappointed. The interview had already made it evident that continuing the process would not have been a good use of time.
Advice to Management:
A first interview with the CEO should set the tone for the organisation. Arriving late, appearing disengaged, and asking vague, unfocused questions reflects poorly on the company’s leadership. Create a structured interview framework, train leadership on candidate experience, and ensure that whoever represents the company — especially the CEO — is prepared and able to lead a coherent, professional discussion.
