Hill Robinson interview questions

I applied on 15 May and was offered the role on 7 July, following a thorough, multi-stage process. This included an initial screening call, a face-to-face with the COO, preparation of a detailed 90-day plan, and a final interview with both the COO and Chief People Officer. We progressed to discussions around financials, and I was told the offer was with the CEO for final approval. After that point, there was a two-week period of silence (understandable and advised reasons). However, when I followed up, I was invited to a call on the same day - 17 July - where I was informed the offer was being withdrawn. The reason given was a change in direction, the company had decided they now wanted someone with maritime experience. While this had been mentioned earlier in the process, the COO had made it clear he was comfortable moving forward without it. The decision to reverse course at the final stage was a thorough waste of time and demonstrated a lack of clarity and decisiveness at a senior level. A role-specific requirement like this should have been firmly established at the outset. Instead, significant time and effort were invested on both sides for an outcome that could, and should, have been avoided.