Title: The most disrespectful and disorganized hiring process I’ve ever experienced. Pros: • The recruiter. She genuinely tried her best to be transparent and was very kind throughout the process — but it was obvious the leadership team didn’t respect her or empower her to run an honest, efficient process. • The CTO is incredibly smart and clearly capable, but without proper structural support and alignment, his ability to drive real innovation is completely undermined. Cons: • Bait and switch: the role they dangled was nothing like the job description. They claimed it was a “leadership role” it was not. • Constant gaslighting on compensation — numbers shifted back and forth until they finally used “pay misalignment” as a flimsy excuse not to offer. • The hiring cycle dragged on for 2.5+ months, painfully slow and disorganized at every stage. • They actually completed reference checks before they’d even sorted out compensation — an absurd waste of everyone’s time. • The CPO, a key decision maker, only surfaced after references were done — blindsiding me with an impromptu 8am “get to know you” session that turned into an unprofessional interrogation where I had to defend my value without context or prep. • Mid-process, they even tried to rope me into interviewing with a CFO who had only been at the company for 3 days — and for a completely different role I had no background on. • The dysfunction explains exactly why they can’t get product delivery or velocity up: the leadership is misaligned, disorganized, and incapable of running a coherent process. Advice to Management: If you want to fix your broken hiring (and by extension, your broken product & engineering org), start with honesty and alignment. Define the role, set compensation, and get your executive team on the same page before you waste candidates’ time. Stop with the last-minute ambushes, bait-and-switch interviews, and endless delays. Right now, Aderant is exposing itself as a joke of an executive team and a deeply dysfunctional place to work.