This was one poorly coordinated experience that has resulted in a lot of valuable time wasted. The recruiter seemed largely aloof of the process and not particularly helpful or insightful. Here is the run-down: 1) Got cold contacted by recruiter about my interest in the position. After some back and forth, set up a screen, and that went on to a successful setup of a first phone interview 2) Had an incredibly positive phone interview with the hiring manager, who struck me as knowledgeable, honest, and insightful, and able to handle challenging and probing questions. The HM thought that my background was a great fit and asked to set up a few additional phone screens with team members. 3) Phone screens with team members went well, despite scheduling issues where the interviewers did not know about each other's lineup, so they called me SIMULTANEOUSLY. I had to reschedule with one of them because the first one ran over his time by about an extra 30 minutes. 4) In the meantime, recruiter asked me to screen with one additional team as interest emerged from another hiring manager as well, the SAME DAY. That's a good sign that you are on overall company fit. So I said yes. After that screen, it was apparent to me that the hiring manager from the second team was struggling to find a hire for his role, couldn't explain the role well, and it did not have a good future ahead. So, I withdrew myself from the second team's running and asked to continue on with the first loop since there was great promise there. The recruiter openly criticized my transparency and pushed for another 30 minutes of time with the HM. I politely explained that having spent 4.5 hours on phone screens was sufficient for me to identify whether to move forward and that as a PM, I both admire decisiveness and expect action from myself from sufficient data points. She commented that it made her look bad that a candidate does not want to move forward in a role. OK... 5) Next, there was some coordination with the parent company, McKesson, for scheduling an onsite. Finally this got scheduled, a day before the interview itself, leaving me strapped for time to prepare. 6) After carefully reading through the schedule, I figured out that there is going to be a panel with some sort of a presentation in front of it happening the next day. The recruiter had said nothing about that! After emailing her, late in the afternoon I get a confirmation that yes, a case needs to be prepared upfront. That leaves me the night before and early morning to scrape something together. Maybe that's the test. 7) The morning of the interview, I prepared an outline of my talking points. My interview was only a couple hours away. 8) When I get to the site, I am escorted to a presentation room. 10 minutes in, I realize that I am in some graduate panel, and not in the my interview room. In the meantime, when I finally landed in the correct room, I was greeted by the hiring manager who asked me if I was ready to share my ...PowerPoint. Surprised, I explained that I had only prepared to walk through a case without specifics, and that generally I'm used to a whiteboard style at case interviews. Then it turns out that there is another interviewer from out of state -- a VP! -- who has been dialed in waiting for my first interview. Again no coordination whatsoever ahead of time, and awkwardness ensues. In this interview, for the first time, I am told what the actual project will be as well, unrelated to their messaging features or anything you may have researched. The VP was very sales focused and eagerly searching for some alas non-digital product background. I did my best and stayed positive throughout, drawing parallels to my distant marketing background and being clear that my focus was on healthcare technology. 9) Finally came the panel presentation. It went arguably well. Got positive feedback. A few of the comments seemed off the wall and had little to do with my presentation. Each interviewer seemed to have an agenda and wanted to get a question in, no matter how irrelevant or removed from the conversation at hand. A peer PM on the panel told me that my presentation left him in over his head as it was too technical for him, a PM in a supposedly technical division. Another person asked me about my BI experience, and was really adamant for me to contact her after the interview. 10) After the panel interview, I met again with the hiring manager, and he basically told me I had it in the bag and he had everything he needed to know. He then decided to introduce me to another fellow who wasn't even originally in the loop, to get to know the company some more. 11) After 2 weeks of silence, I found out that they went for another candidate who apparently was a better fit. Overall, I spent about 10-11 hours invested in a process that was largely miscoordinated, misguided, and misinformed.