Oracle brought a lot of financial and marketing/sales heft to the deal.
The culture mismatch on the engineering side was devastating to the merger, resulting in top A players quitting pretty much immediately after the merger was declared. And slowly after that, most good people left.
A day-long loop of four interviews, one hour each, covering system design, behavioral aspects, and leadership principles. The interview was very unorganized and done for creating competition. It started off with the Hiring Manager and ended with a
Two-thirds of phone screens were conducted. One of them was with the hiring manager. Poor scheduling was a concern. Some questions were not suited for a senior-level candidate, including management scenarios, dealing with engineers, and addressing pe
I interviewed for a leadership role at Oracle and had two conversations: one with a peer Director and another with an Architect. Both interviews were fairly straightforward, and I received positive feedback from the recruiter afterward. However, the
A day-long loop of four interviews, one hour each, covering system design, behavioral aspects, and leadership principles. The interview was very unorganized and done for creating competition. It started off with the Hiring Manager and ended with a
Two-thirds of phone screens were conducted. One of them was with the hiring manager. Poor scheduling was a concern. Some questions were not suited for a senior-level candidate, including management scenarios, dealing with engineers, and addressing pe
I interviewed for a leadership role at Oracle and had two conversations: one with a peer Director and another with an Architect. Both interviews were fairly straightforward, and I received positive feedback from the recruiter afterward. However, the