First Interview: I was initially contacted via LinkedIn by HR for a general discussion about my experience over teams.
Second Interview: I met with the hiring manager, over teams, after which I was given a case study. I completed it and submitted it in advance for their review, allowing them to prepare specific questions.
Third Interview: This was with the hiring manager again, along with a person from the design team who had no technical background, interview held in Copenhagen office in person, the design person & hr joined online.
Decision: A week later, HR contacted me to thank me for my time and provide feedback. According to the non-technical person from the third interview, that person felt I didn’t show “push back” on technical decisions, which was the reason for rejection. I found this surprising, as throughout the case study and discussions, I repeatedly emphasized that technical decisions are contextual and involve brainstorming, discussions, and hackathons within the technical team.
Feedback for the Interview Panel: I would recommend interview panels consider the time and expertise of candidates with decades of technical experience when providing feedback. Technical decisions are based on logic and expertise, not office politics. This is why large organizations struggle when non-technical managers influence technical development.
In hindsight, I’m relieved not to have received the offer. I have no issue challenging non-technical people who attempt to make or influence technical decisions without proper understanding.
Be prepared for these kinds of discussions during interviews.