This process was unnecessarily long, poorly calibrated, and ultimately disrespectful of senior candidate time. It demanded significant upfront investment, including a detailed case exercise and multiple executive conversations, yet revealed a lack of internal alignment on role scope, success criteria, and decision ownership. Despite strong signals during interviews, the process dragged on with shifting emphasis and unclear next steps. What should have been a decisive evaluation at this level felt less like a hiring process and more like a mechanism for pressure-testing strategy through unpaid candidate work. The amount of bespoke thinking requested went well beyond assessment and into territory that closely resembled consulting deliverables. High expectations were placed on the candidate, but not reciprocated with clarity, speed, or accountability from the hiring side. Overall, it was a disappointing use of time and left the impression that the company / and so called "execs' were extracting strategic input without the decisiveness or respect expected in an executive search.