The interview with the CEO was largely unstructured — more of a monologue than a conversation. Rather than focused questions about my background or the role, the discussion drifted into personal musings and commentary on internal staff dynamics, including references to another senior team member’s mental health and his struggles with the organization’s founder, whom he described as having “founder’s syndrome.” This level of internal disclosure felt inappropriate and unprofessional. In contrast, the interviews with board members were much more structured and focused, centering on strategic questions about the company’s growth and development. They provided a far clearer sense of the organization’s financial direction and expectations for revenue growth.