Generally as follows: 1) HR screening and career discussion 2) HR internal job matching 3) Analyze a case study and submit a presentation 4) 1 hour webcam interview with a peer and hiring leader. 5) On-site 1 hour case study and presentation to a panel group. Overall the process showed promise. HR was well organized and a delight to work with. They were more solid than most HR organizations. It failed in execution with step 4. - The interviewers were 10 minutes late which they apologized for. - The room was a depressing plain corporate white room with a whiteboard though I am aware they do have some very state of the art, delightful modern buildings on their campus. - The process went off the rails when the interviewers asked for an on-the-spot strategy articulation not for the well researched and articulated case study but for a product that I use and like. They expected a clearly articulated story and what they got was ideation and thinking out loud. The product I chose was not one I'd thought about ever strategically. - Though the peer asked thoughtful questions, the hiring leader's body language (moving about, head down, impatience, anxiety, verbal noises, etc) was unhinged and a significant distraction. At one point went on a tangent and started discussing specific UX tactical details and user reviews, not strategy, about the mobile version of the product he downloaded. Although similarly branded what he downloaded is actually a different product for a different target user than the product I chose and not a product I had used. Overall part 4 of the process was a setup for failure unless you already had a product in mind and had working knowledge and a vision you could articulate clearly. My personal learning is to set expectations that I'm expressing my thoughts out loud, not a cohesive story. My feedback to HR is to have the interviewers stick to the case study and behavioral questions when it comes to a discussion about a specific product strategy. It's complex and requires significant thought, data, knowledge and reflection and that doesn't lend itself well to on-the-fly strategy development. My expectation was we'd talk about the case study and build and explore on that foundation with the grunt research work and initial analysis out of the way.

My interview process with Intuit was great, largely thanks to the recruiter I worked with. The process included a recruiter interview, followed by a hiring manager interview, and then an interview with a peer of the hiring manager. Although I didn’t go through the final stage, which typically involves a task-based presentation (“Assessing for Awesome”), I was given a clear understanding of what to expect. The recruiter was fantastic—she made sure I was always informed at every step and took the time to understand me as a candidate. She didn’t just review my resume but really listened to what I was looking for in my next role. She even helped me think through which position would be the best fit in terms of seniority and career growth. It felt like she genuinely cared about making the right match, both for me and the company. The hiring manager and the peer I interviewed with were very transparent about the role. They shared openly about what they knew and didn’t yet know about the position, as well as the challenges ahead. They also asked me what could potentially make me disappointed in my next role, which showed that they really think about the candidate and want to make sure it’s the right fit on both sides. Overall, the process felt very personal and thoughtful. Intuit is lucky to have such a dedicated and genuine team representing them.