Interview Process: I recently interviewed for the Product Information/Digital Asset Manager role at Ziyad Brothers Importing. Initially, I was excited about the opportunity to help them build something meaningful from the ground up. However, my experience—particularly the interview with the CIO—revealed significant red flags regarding role expectations, internal alignment, and overall company direction. Pros: • The initial conversation with the VP of Marketing was promising, and their growth potential could be interesting if properly managed. Cons: • CIO Interview Issues: My interview with the CIO was frustrating and unproductive. I was asked about IT-related tasks like API integration, IT architecture, and Google Analytics—none of which were listed in the job description. If they’re looking for someone with an IT or analytics focus, they should advertise that. • Misaligned Role Expectations: Ziyad Brothers seems to want someone with expert-level knowledge in multiple areas, but the job description states they’re looking for someone with 3 years of experience. The truth is, the work they’re hoping to implement requires someone with at least 10 years of experience to execute properly and avoid costly mistakes. As someone with 10 years of experience as a Product Information Manager/Digital Asset Manager, I can confidently say I’ve never been asked to take on API work, IT responsibilities, or Google Analytics tasks in this role. • DAM Expertise vs. IT Expertise: Ziyad Brothers is clearly prioritizing an IT expert with DAM knowledge, not a DAM expert with some IT knowledge. This is a critical mistake. A DAM manager can easily learn what’s needed on the IT side, but an IT expert will struggle to acquire the specialized, in-depth knowledge required to manage a successful DAM system. • Start-up Mentality Gone Wrong: The company claims to operate like a start-up, where employees wear multiple hats. While flexibility is fine, they’re blurring the lines between roles to the point where people are expected to take on responsibilities far outside their scope. • Outdated Remote Work Policy: Their “one day remote” policy is laughable and ineffective. It’s essentially no remote work at all. Forced hybrid models like this are outdated. Either be fully in-office, fully remote, or allow employees the flexibility to balance their own time. Low Glassdoor Rating: After my interviews, I saw their 2.9/5 Glassdoor rating, and my experience reflected why that’s the case. Final Thoughts: It’s clear to me that the organization lacks role clarity and realistic expectations. I hope the venture capital firm behind Ziyad Brothers isn’t expecting rapid growth, because at this rate, they’re about to dig themselves into a hole that will take years to climb out of. Take it from an expert in the field—Ziyad Brothers made a major mistake, and it’s largely due to the CIO pushing for unrealistic requirements. I ultimately decided to end the interview process. I wish them the best, but they need to rethink their approach if they want to succeed.