It was very apparent Panaya lacks partnering experience or expertise. Current reporting structure runs through Products. Introduction into the process was relaxed enough. A casual conversation with the hiring manager where the challenges Panaya has faced were laid out. The largest issues are there is no structure and no defined process, along with a perception they are experiencing system integration resistance, because their parent company is Wipro. The "final" process was to deliver a presentation to an extended team of what my methodology would look like, and was instructed to spend a minimum of 5 hours on research and preparation. I am typically resistant to this type of interview, as it seems lazy by the Company. It is paramount to consulting work and results in a situation where Panaya can take every candidates work, archiving it, and represent it as their own. To be clear, they did not ask me for my materials, but in a last minute change, they requested they record the session. The extended team offered no questions, insight, or direction. They were fairly mute the entire process and the feedback by the hiring manager during the session was positive and continued to provide affirmations while taking notes. Hiring manager prodded her team several times looking for their participation. I had one "real" challenge and that was the original issue at the onset; how can they gain SI acceptance when they are owned by Wipro. That question alone has stumped them from the beginning and I offered it was worthy of an extended conversation, as they were looking for considerable detail within that. The question was asked with three minutes left of the scheduled time, and I was told we would set aside a follow up session to discuss. In the end, a form letter was issued to me with a "thanks, but no thanks." I reached out to the hiring manager for some clarity, but was ignored.