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      Entretien pour VP of Customer Success

      1 sept. 2024
      Candidat à l'entretien anonyme
      Aucune offre
      Expérience négative
      Entretien moyen

      Candidature

      J'ai postulé via un recruteur. Le processus a pris 2 mois. J'ai passé un entretien chez Zenchef en juil. 2024

      Entretien

      I was not going to share my experience, but I feel that it's good for others to understand the internal policies and business of Zenchef, as I think my experience reflects the sentiment reflected in some of the reviews. On top of that, they made me pay for the flights for the interview process and it's been four weeks, a ton of follow ups from my side and they still have not reimbursed me. Overall interview process was 2 months, 6 rounds including an office visit (8+ hours) and a case study. Throughout this process I met the entire C-suite (CRO, CHRO, CMO, CTO, CEO) some of whom 2-3 times. I also met the possible direct reports and 10 of the second line reports. We had great chemistry, so when I received a verbal offer I was thrilled. The next day, I got a phone call saying that the private equity fund behind the role has vetoed the hiring decision. I met one person from the PE during the interview, but whoever vetoed this didn't even bother to speak with me and give me some feedback. After this decision, no one from the hiring managers reached out to me either, which definitely left a bad taste in my mouth. Weeks later, they still have not paid me back the travel expenses (close to €500). If you consider joining the company, I would say that the team is spectacular. Really smart, ambitious and positive people! For me, it has probably been a 'blessing in disguise', if the team itself and the C-suite have no decision making power whatsoever. So if you are joining in a leadership role, just consider who is actually making the decisions.

      Questions d'entretien [1]

      Question 1

      We have recently acquired 3 other organizations (Formitable, Resengo and Tablebooker) and we are in the process of integrating and aligning our ways of working. The VP of Customer will lead our customer org and will bring together 3 functions: Customer success, Customer onboarding and Customer support. Question: How would you integrate these teams? What would stay the same or what would you make different? What would their roles and responsibilities be? What would the northstar metric/KPI be for the customer group and each team and what would the underlying metrics be for each function. How would you address Churn and expansion revenue? Would you enlist other stakeholders, if so who? How would you sequence your proposed changes/transition and how long of a timeline would be needed? If we wanted to consider a hub and spoke/nearshoring model how would you think about setting this up?
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