Exiger interview questions

Interviewed for a senior presales leadership role at Exiger and came away with the impression that the company was not fully aligned internally on the role, compensation, or even whether they were prepared to hire for it. The process was substantial and involved multiple senior leaders, including an onsite and conversations with executive leadership. The role itself was positioned as a VP-level presales opportunity with Americas scope, focused on demos, value, ROI, and best practices, in what sounded like a changing and somewhat ambiguous environment. That part was interesting and felt meaningful. Where things became frustrating was the lack of clarity and alignment behind the scenes. Compensation discussions started from a level that felt materially below the scope of the role, and after several conversations, the number began to move. I was also asked to complete and retake an assessment that included an ETL-heavy section, which did not feel especially relevant to the actual responsibilities of the role. At that level, I would have expected the evaluation to focus more on leadership, presales judgment, commercial impact, and organizational fit. The biggest issue was the ending. After all of the interviews, testing, and compensation discussions, and after being told I would likely hear back by the end of the week, I was informed that Exiger would not be hiring for the role after all. Companies can always change direction, but this process felt like it advanced much further than it should have without full internal alignment. My takeaway was that the role, budget, and decision-making process were still too unsettled, and unfortunately the candidate bore the cost of that.