FoodLogiQ Interview Questions
& Process

The process was pretty straightforward. The executive assistant and manager communicated well. It took about a month and 3 rounds to finish before I got the offer. The first round was about my interest in the role and my past experience. The second round was more focused on the role, the team, and how I'd fit with the culture.

I had an initial call with the recruiter, which was fine. He went over my resume and talked about the company. He said he'd follow up by Monday, but he didn't. That was a bit of a red flag. A few days later, I reached out, and he set up calls with the hiring manager and the CRO. The hiring manager call was pretty standard. But the CRO call was terrible. He was condescending, arrogant, and rude. I spent 45 minutes talking about a past deal, and he was making rude comments and asking for super specific details that I wouldn't remember unless I had my CRM open. It was really unpleasant, and I knew I didn't want to work for him or the company. The recruiter never contacted me again, which honestly, I was glad about.

I applied online through LinkedIn and shortly after, an HR person reached out to schedule a brief call about my background and the role. This call was pretty quick and was the first hurdle to see who would move on to interview with the CMO. Another day passed, and I heard back that the CMO wanted to chat more. Honestly, it felt like this person was looking for people just like them. If your ideas were different or outside the box, it seemed like you wouldn't be a good fit because you might actually bring something new. I had to chase the HR rep a few times to figure out what the next step was. In the end, they decided it wasn't the right match, and I probably wasn't the right fit for their team.

The hiring process started with a thorough 3rd party recruiter, then an internal HR person who seemed disorganized. It looks like most of the old leadership has left, and the company is currently in a state of flux. They seem unsure about their vision and market positioning. The new leadership appears to have old-fashioned ideas, like not being used to remote employees, and there's a lack of clarity on their strategic growth plan. The product team has some good ideas, but they admitted they're missing features needed to break into major accounts. Overall, the best way to describe it is that they're currently disorganized and have a lot of work to do to become a top-tier organization. They don't seem like a young company with high growth potential. The hiring process itself reflects what it might be like to work there – disorganized with a lack of clarity and vision.