I had five interviews over the course of two months; 3 with Gallery Leaders and 2 with Field Leaders. The format was either in person or via video feed. The interviews were friendly and conversational, and each following the same general format. I was asked to share my 'life story' starting from the very beginning, and from there the conversation turned to my professional path and goals. The first four interviews were very positive and I was given good feedback. The fifth interview was difficult - the interviewer was fairly cold and the conversation felt one-sided; it was a challenge to know what areas she may want me to expand on or when she felt the question had been answered. After the interview, I was told I would hear back the following week. A week and a half later, I learned I did not get the position because the final interviewer did not feel I had enough experience leading large teams. It felt like a shame, because I could have given more examples of my leadership experience if I knew that was an area of concern. We did not address that topic much during the final interview. The Gallery Leader called me to give me the news and expressed disappointment with the result. Overall, I felt like the process was much too slow and my time was not respected - though I did leave with a positive impression of the Gallery Leaders. They have a genuine passion for the company and their teams.

"Disappointing Experience – Concerns About Leadership & Hiring Process" The interview process took six weeks, and I was initially told in the fourth interview that RH was looking for someone who could eventually step into the Gallery Leader role. Throughout the process, I received positive feedback from the recruiter, who repeatedly emphasized how well my interviews were going. By the fifth interview with the VP of Galleries, everything seemed aligned, and it felt like a great fit. My background includes leadership in a luxury service environment, managing larger teams than this role required. While I have design experience, both the recruiter and the current Gallery Leader advised me to focus on leadership skills rather than design during my final interview. However, my experience drastically changed in the sixth and final interview with a senior executive. The tone was unexpectedly aggressive and judgmental. While the executive initially acknowledged a personal design project of mine that had been featured in Dwell magazine, the conversation quickly shifted into an interrogation-style questioning of my background, I was not asked any questions about my leadership qualities or what I can bring to RH. Instead the focus was on why I left each position. I was asked a series of personal and irrelevant questions, including details about my spouse’s profession, how many children I have and what colleges they attend, my sibling line up, and why I hadn’t started my own business 12 years ago. None of these questions related to my qualifications, leadership skills, or ability to perform in the role. The most uncomfortable moment came when I was asked what leadership qualities I possessed that the current Gallery Leader—who was on the Zoom call—did not. Despite expressing discomfort, I was pressured to answer which created a lot of uneasiness. This experience left me with serious concerns about the company’s hiring culture. The interview process should focus on assessing a candidate’s qualifications and fit for the role—not on invasive personal questions that can reflect bias. While I appreciated the opportunity, I ultimately feel that I dodged a bullet. For those considering a leadership position at RH, I’d advise doing thorough research and ensuring the company’s values align with your own. Reason