In total I went through 5 round of interviews with multiple stakeholders. I had multiple rounds of discussions with product leaders where my lack of finance domain experience was never flagged as a concern. However, in the later stages (specifically 4th and 5th rounds), interviewers began questioning my finance exposure. This inconsistency points to a clear misalignment in the screening process. Both the recruiter and the hiring manager were fully aware of my background from the start, including the absence of direct finance experience. If that was a critical requirement, it should have been addressed much earlier in the process rather than being raised as a red flag toward the end. This caused unnecessary time and effort on both sides. The recruitment process lacked continuity and coordination. The Talent Partner kept changing, with some going on extended leaves without proper handovers. There were instances where US-based interviewers missed scheduled slots twice in a row, and communication from the recruitment team was nonexistent during those times. I was left without updates or clarity. The overall timeline was far too long and inefficient. I initiated the process in February, and only in the first week of May was some form of clarity provided. For a company of Autodesk’s stature, this prolonged and disorganized process was disappointing.