I interviewed for a leadership role at Oracle and had two conversations — one with a peer Director and another with an Architect. Both interviews were fairly straightforward, and I received positive feedback from the recruiter afterward. However, there was no structured process in place, and it took over two weeks to hear back after each round. Despite being transparent about having another offer and requesting a quicker turnaround, the process remained sluggish. The recruiter acknowledged the delay and promised to escalate the matter with leadership, but shortly after that conversation, I was informed that I was no longer being considered — with no explanation provided. This experience left me with the impression that the hiring process lacks coordination, urgency, and respect for candidates’ time. It raised concerns about how internal processes and decision-making might work within the organization. Companies should remember that candidates are evaluating them just as much as they’re evaluating candidates. Professionalism and communication go a long way — even when the outcome isn’t a hire.

A day long loop of four interviews one hour each covering system design, behavioral and leadership principles. The interview was very un-organized and done for creating competition. Starts off with the Hiring Manager and ends with a person not from the group