My recent interview experience for the Assistant Procurement Manager position at Thames Valley Police revealed several concerns that, from a governance and operational standpoint, warrant attention. To begin with, the professionalism of the panel was immediately called into question when one of the interviewers chose not to activate their camera during a virtual interview. In senior hiring processes, visibility and engagement are basic expectations that signal respect for the candidate and the importance of the appointment. The absence of this courtesy created an unbalanced dynamic and suggested a lack of preparation. More broadly, the structure and execution of the interview indicated a deficiency in interviewing capability. The questions posed were vague, insufficiently anchored to competencies, and lacked the depth necessary to evaluate a candidate for a managerial procurement role. Effective interviews should demonstrate clarity of purpose, alignment with role requirements, and a deliberate effort to assess strategic, commercial, and leadership capabilities. This was not evident. There was also a notable disconnect between the advertised position and the level at which the interview was conducted. Despite being framed as an Assistant Procurement Manager role, the questioning aligned more closely with what one would expect when assessing a junior buyer. This incongruity reinforces the impression created by the comparatively low salary band — namely, that the organisation may not yet have fully calibrated the seniority, expectations, and market positioning of the role. Most concerning, however, was the panel’s apparent lack of familiarity with fundamental procurement practices. Discussions that should have reflected baseline professional knowledge instead suggested gaps that are unexpected within a function responsible for public-sector commercial stewardship. This was particularly surprising given that one of the interviewers presented themselves as MCIPS-qualified, a designation typically associated with a strong grounding in procurement standards and methodologies. Taken together, the experience points to broader issues in hiring governance, role definition, and professional capability within the procurement function. For an organisation tasked with responsible management of public funds, strengthening interview discipline, clarifying role expectations, and ensuring demonstrable subject-matter expertise among panel members should be considered priorities.