I had a total of seven or eight interviews for a fixed-term contract role, which in itself raises red flags about efficiency and internal alignment. It felt less like a hiring process and more like a test of endurance. The sheer volume of interviews suggested a team that struggles to work smart and instead complicates their own processes. Early in the process, I was asked by the lead recruiter, to choose between a UK-focused role or one covering the Rest of the World. I was later informed he had made the decision for me and submitted me for the UK role, which had already been filled. He then gave strict instructions to focus my interviews solely on UK experience. Then, less than 24 hours before my face to face round, I was suddenly told I was being considered for the Rest of the World role instead, giving me no time to adapt or prepare properly. The last minute switch was unprofessional and inconsiderate. His communication throughout was inconsistent and frustrating. Feedback came in vague emails and direct communication was avoided a game of “Where’s of wally” that dragged on for two months. At one point, I was told: “We did note that your communication style tended to be quite detailed, and we’d like to explore your ability to be more concise in your responses.” Yet, in my final interview with the Chief of Staff, I was told I had the perfect energy for the role, and he even asked which role I was interested in, something I was supposedly already placed in weeks earlier. It was yet another example of how disjointed and uncoordinated the entire process was. The final straw was realising that Checkout.com’s much-touted “12 Leadership Principles” were nowhere to be found in practice. There was no ownership, no transparency, and no collaboration just inconsistency, mixed signals, and wasted time. I chose to withdraw my application before an offer was even made, because sometimes, disrespect is louder than regret.