Telephone interviews with the recruiter, hiring manager who is the senior director of brand and product marketing, and the VP of products. This was followed by an on-site interview of just one hour with the senior director and the VP of products. They seem to have undergone a lot of turnover in the product marketing organization, and their salesforce seems to be very young with a lot of churn. The interviewers were very polite and open, but I came away with the idea they have no idea what the B2B strategy is going to be. They asked me a series of hypothetical questions of what I would do at each stage of the hiring lifecycle to improve the product, and then focused the question on just a specific part and told me answer it. However it seemed like they were not even focused on that part of the hiring lifecycle, yet seem to give me negative marks for answering the question they asked. If that was never part of the strategy, then why waste interview questions on focusing on the part of a strategy that they were never going to carry out? And so, the feedback was that they were looking for someone with a different way of dressing product-market fit, the hiring manager thanked me for coming in and hoped that I had a good view of the Golden gate Bridge as I drove over. They also seem to have a strange organizational structure. The hiring manager is in charge of brand, but it also hiring a VP to be in charge of brand. They also have new VP of product in charge of the consumer oriented products. I was also supposed to meet with their CMO in person, which never ended up happening. They were pretty open and honest with me that they had suffered a lot of nutrition in the product marketing department, and I now understand why. Unfortunately I don't see things changing based on my experience. I do hope glass door can somehow continue to monetize their operations because I am an avid user of the site and find it extremely useful.