The interview process was quite long with many interviews a lot of preparation.
- There was a first screening call with TA, with whom our followup conversations continued on LinkedIn (which I kinda found unusual, instead of email or phone).
- Followed by a first conversation with the VP of RevOps, who is the guy that leads it globally and essentially seeks to standardize processes across their different offices (because each office has pretty much been working independently with their own processes, ops, tech stack, etc)
- Followed by an interview with the Country Manager, who is a guy with what seemed to be mostly financial/consultancy background
- Followed by another call with a team member who seemed extremely junior and lost in what they were doing but also seemed to be the interim team leader of the would-be RevOps org
- I was then invited to visit their offices where I met with the Country Managera again, I also met their newly hired Head of Sales (who I thought was great), I also met their newly hired Head of Marketing (who hadn't relocated to Barcelona yet so it was online but I was in their office, and I also thought she was fine and had interesting questions)
- After all of this I was invited into a Case Study/Panel discussion where I was given some pretty raw data with minimal context to break down and this is when I realized that even though the job was initially describen to me as a Systems-heavy one, turned out to have a lot of emphasis on figuring out and understanding win-rates of reps and whether the company should fire people quickly or give them a little more time to ramp up. The case study was dreadful, I had a hard time presenting it because a lot of the data was super awkward and it has hard to defend it, I had to use my imagination like never before and make a million assumptions, which didn't feel right (but it was right as it seems their data is not great and they seem to be working with quite a bit of assumptions on a daily) and a lot of the questions during the case study were weird. In the case study panel I had the VP of RevOps, the Country Manager, and their Chief Operations Officer. Oddly, the VP of RevOps had 0 questions and almost didn't contribute at all; most questions came from the Country Manager and the COO, and they weren't the smartest questions because the level of ambiguity and lack of context for everything was insane, so basically your chances to answer random stuff were over the roof.
Regardless, I passed all of that, even though I did give them the feedback on the Case Study call that I felt like I wasn't what they were looking for, to which their reactions were rather surprised, as in I was in fact whom they were looking for, which didn't make sense to me at all.
After this I was invited to yet another call with the COO who wanted to chat with me 1-on-1 and at the end of the call he said that they were looking forward to convincing me to join them.
I did end up receiving an offer but while I waited for it I read all of their Glassdoor, did a lot of research online. During the process it didn't really feel like they were looking for a traditional RevOps leader but rather an octopus who can do:
- RevOps
- MarketingOps
- SQL in Looker or Tableau
- Dig super deep into data and figure out all their reports for them
- While revamping the tech stack
- While also being the enablement person
It seemed like they didn't really know what they wanted and I was going to not only struggle in the role as I would be incredibly stretched but also just genuinely not happy as there would've been zero boundaries and absolute insanity.
I ended up turning down their offer in favor of another one I had gotten which I am currently at and happy with it so far.