[Visa Frankfurt, Germany] My interview experience with the two Directors was unfortunately disappointing and far below the professional standard I expected from leaders in a global company like Visa. Throughout the discussion, both interviewers appeared disengaged and showed little genuine interest in getting to know me as a candidate. Instead of leading a structured and respectful conversation, they seemed to pass responsibility to each other when it came to asking questions, creating an awkward and unprofessional atmosphere. At several moments, their questions felt forced, low-energy, and as if they were asking only because they had to rather than because they were interested in hearing my answers. What was most disappointing is that candidates, especially those at junior level, deserve the same level of respect and attention as any senior professional. Many leaders began their own careers in junior positions, so it should be natural to remember the importance of treating applicants with professionalism, curiosity, and basic courtesy. This stood in strong contrast to my previous interview with the Senior Manager, who was warm, engaged, and professional. That conversation gave me a positive impression of the company and led me to believe I had progressed to the case round. However, when I joined the next interview with the two Directors, they stated that this was actually only the first round. This contradiction created confusion and gave the impression that the process was not properly aligned internally. Preparing for what I understood to be a case round required significant time, effort, and a different level of preparation than an initial screening conversation. To be told during the interview that it was “only round one” felt highly unfair and unprofessional. It is also important to recognize that interview outcomes are often shaped not only by a candidate’s performance, but also by the quality and professionalism of the interviewers. When interviewers appear disengaged, show little genuine interest, ask questions with low energy, or fail to create a structured and respectful environment, it can significantly impact the candidate’s ability to perform at their best. This creates an uneven dynamic, where success depends as much on the interview atmosphere as on the candidate’s qualifications. An interview is not only about evaluating candidates. It also reflects the culture, leadership quality, and values of the company. In this case, the experience did not reflect the level of professionalism, fairness, and respect one would expect.