Megaport Interview Questions
& Process

The interview process started with an initial phone call. After that, I had a take-home test. The final stage was a technical interview with the team lead and another QA engineer on the team. This role was for a fully remote position on a North American team. Sadly, there was a lack of understanding about the implications of a remote North American team, specifically regarding timezones and locations across the continent. Because of this oversight, I was rejected even though I live in a major North American city. It felt like a complete waste of my time.

The interview process for the CSM role at Megaport was thorough and engaging. It started with an introductory call about the role and company. Then I met the Head of Global Customer Success who talked about the company's vision and goals for APAC. After that, I had interviews with leaders from different sales divisions to assess my technical fit and integration into the global sales team. Later, I spoke with two team members about team dynamics and day-to-day responsibilities, one of whom shared his recent transition experience. The final interview was with the CEO, who discussed his vision for Megaport's future and APAC strategic initiatives, and gave practical advice. Overall, the process was well-organized, transparent, and supportive, giving great insights into the company's culture and direction. I received an offer.

I spent three weeks interviewing with four different people for this role. I had to keep checking in with the recruiter. After four interviews, the last interviewer, who initially said he was sure I'd get the job and then cut our interview short due to a family emergency, informed me that I wasn't selected because someone else had 'more overall experience'. I was really excited about this company but felt completely blindsided and my time was wasted. If my experience wasn't sufficient, I should have been informed earlier in the process.

The interview process started with a 30-minute phone screen covering standard questions like "why us." This was followed by a 1.5-hour technical discussion with the frontend team, which was the best part as they seemed competent. Next, there was a take-home challenge requiring over 5 hours to build a CRUD app, with no feedback afterward. The final round was a 2-hour panel with the hiring manager and senior leadership. This round raised concerns about the work environment, highlighting a "grind culture" with long hours and signs of micromanagement, and ultimately leading to a poorly organized, drawn-out process with little respect for candidate time, all for a low/average salary.