there were so manyHad to write a block of code that was checked for positive and negative test cases as well as performance (very long strings). I asked about it it later, no one ever looks at the exercise, just the score. In person questions were about experience and how to handle conflict and adversity. One interview included a short exercise with a block of supposedly real production code that was awful, I had to analyze and explain why it was wrong.
Explain a hard technical problem you had to solve recently.
a lot of tell me about questions. Specific question how to debug AWS error messages.
Typical medium level algorithmic leetcode type problems.
Endured a brutal 6-round interview gauntlet for a Senior Software Engineering Manager position at #Captalone, excelling in coding, system design, and behavioral evaluations - all without the hiring manager lifting a finger. Today, they blindside me: 'Technically stellar but short on leadership,' and shove a basic Manager role at me. It's a blatant low-ball, a mockery of my seniority and the ordeal they put me through. This isn't just disappointing; it's disrespectful. My concern stems from comparing the interview process for a managerial position at Capital One versus what I'm familiar with at companies like AWS, where candidates for similar roles undergo at least three managerial interviews, including a session with an L8 director level. The depth of these interviews at AWS ensures a comprehensive evaluation of a candidate's leadership and influence capabilities. In contrast, my experience with the Capital One interview process included only one brief 20-minute round focused on behavioral and managerial aspects. This limited exposure does not seem sufficient to thoroughly assess a candidate's leadership qualities or influence, especially for a role as critical as a Senior Software Engineering Manager.
Have you ever worked in an agile organisation?
5 different interviews on same day
About current job and responsibilities
Give me a time when you dealt with a poor-performing engineer. How do you drive collaboration between two different cross-functional teams?
What is your management style? What is your view on the split of stakeholder and priorities management between the manager and the tech leads / senior engineers? How did you work with product in the past?
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