The initial interview was a casual conversation with one of the co-CEOs. We had to reschedule this interview because the co-CEO didn't show after 10 minutes and didn't give any notice. There was a lot of talk about a new engineering team and how many of the existing employees were going to be a bad fit and might not make the transition.
The second interview was with another person from leadership in charge of apparently all of product, design, and engineering. This raised a number of red flags as someone who couldn't delegate or is wearing too many hats. The interviewer described this step as a "vibe check".
Unsurprisingly there was no follow-up about the rest of the process after inquiring weeks later.
Interview questions [1]
Question 1
What is your experience working on cross-functional teams?
I applied online. The process took 2 months. I interviewed at City Innovate in May 2024
Interview
5 interviews, 1 case study, 2 post-interview emails, and a total silence in return! So incredibly unprofessional! I was a hiring manager myself and understand that hiring priorities may change quickly, but I ensured my candidates were thanked for their time and promptly informed. I appreciate City Innovate's rigor in selecting the right candidate, but: 1) it shouldn't take 5 interviews and a case study to determine if your candidate is the wrong fit; 2) keep it professional no matter the outcome of your selection process.
I applied through other source. The process took 4 weeks. I interviewed at City Innovate (Dallas-Fort Worth) in May 2024
Interview
Typically about 5 steps involved in the hiring process, including a case study. The interviews are usually about a week apart from another. The recruiters and hiring team are responsive and time conscious.
Interview questions [1]
Question 1
What are your steps and actions for creating a cadence around the persona?
How do you keep up with your metrics and KPI’s?
How do you stay organized?
How do you deal with rejection?
How do you deal with continuous change within a company?
Etc….
