Great culture; fast-growing company; cutting-edge technologies; great place in the market. The company doubled revenue twice in the last 2 years and is set to do the same this year. Unique engineering talent – this team can do anything. The whole global organization gets together once a year in California.
Not yet profitable. All revenue is reinvested into growth. Staff is set to almost double this year as well, so anything can change quickly. This is good, and in a way bad, as the organization structure continues to adjust.
The process started with an HR round and then moved on to a technical coding round. It was followed by a technical round and a final panel interview. They moved between interviews pretty quickly. There was also a prep call with the Hiring Manager.
I had a multi-day, seven-part interview at Databricks. The discussions covered various subject areas and included both technical and personal questions. Additionally, I had to prepare and present a presentation to the team to demonstrate my analyti
HR Screen > Manager Interview. The first 15 minutes felt normal. * Standard questions about my background * Why I was interested in the role * My experience with product roadmaps Then things took a sharp turn. Instead of asking about my leadershi
The process started with an HR round and then moved on to a technical coding round. It was followed by a technical round and a final panel interview. They moved between interviews pretty quickly. There was also a prep call with the Hiring Manager.
I had a multi-day, seven-part interview at Databricks. The discussions covered various subject areas and included both technical and personal questions. Additionally, I had to prepare and present a presentation to the team to demonstrate my analyti
HR Screen > Manager Interview. The first 15 minutes felt normal. * Standard questions about my background * Why I was interested in the role * My experience with product roadmaps Then things took a sharp turn. Instead of asking about my leadershi