The process started with recruiter contact by email to schedule an initial screening call. After the screening, it was communicated that the next steps would include a hiring manager interview, a panel interview, an in-person meeting with the hiring manager, and then a final virtual culture check. The conversations were generally professional and substantive. The first-round conversation with the hiring manager was helpful and provided a clearer picture of the role, the team, and leadership expectations. Some current challenges were discussed, along with opportunities for future development and service maturity. Candidates should be prepared to speak to examples involving team leadership, service delivery, quality improvement, stakeholder communication, metrics, escalation management, and developing early-career employees. After the first round, I was quickly contacted by the recruiter to schedule a second virtual round with the team. The panel round provided a broader view of the team and helped clarify how the role would interact with existing services operations. After this round, communication slowed. The interview process that had originally been briefed also appeared to change after the panel, but I was not proactively informed of that change and had to ask for clarification. I also needed to reach out to ask about next steps and confirm the next interview. The in-person onsite interview did not necessarily add much to the process in terms of new questions or additional context. After that round, I again had to follow up more than once to receive a status update. The opportunity seemed meaningful and mission-aligned, and I would recommend that candidates go in with clear questions about retention, workload, decision timelines, and how the organization is supporting the team’s next stage of growth. Overall, applicants may find that they need to be proactive in following up, as I found myself reaching out more often than being reached out to during later stages of the process.