Interview Panel Insights

After 16+ years of working in tech and interviewing 500+ candidates, I can say that the most technically skilled candidate often doesn’t get the job. In fact, I’ve seen the most technically brilliant person in the room lose the offer, more than once. Because once you’ve proven you can do the work, the question changes. The panel stops asking, “Can they code/design/ship? And starts asking: Do we actually want to work with this person every day? I’ve seen candidates talk down to interviewers, and brilliant minds fail to explain their ideas clearly. Every time, they didn’t get the offer. And then someone slightly less technical came in who was collaborative, clear, and easy to work with, and got the job. So here's what you should do to stand out. 1. Explain things simply If interviewers can’t follow your thinking, they won’t trust you to communicate in a team. Practice explaining your ideas as if you were talking to a smart friend outside your field. 2. Share credit, not just results Talk about how you worked with the designers, QAs, and the PMs. That signals you know how to play as part of a team. 3. Stay humble Panels don’t want a know-it-all. The best candidates say things like, “There are a couple of approaches here, and here’s how I’d weigh the trade-offs.” That shows maturity and openness, two traits teams trust. 4. Don’t underestimate likability This one decides more offers than you’d think. In debriefs, I’ve heard panels say, “I don’t know if they were the strongest technically, but I’d love to work with them.” This is the reality of hiring in modern product organizations. Competence gets you considered, but likability, communication, collaboration, and trust decide if you’re chosen. Repost this if it resonated. P.S. Follow me if you are a tech job seeker in the U.S. or Canada. I share real stories and proven strategies to help you land interviews at the top companies.

What happens behind the scenes in hiring panels - and how to influence it. Let’s demystify something a lot of experienced candidates get wrong: ✅ The interview isn’t over when you leave the room. ✅ It’s just beginning… for them. Here’s what happens after your final panel: The team regroups. 🗣️ “What did you think?” 🗣️ “Would you want to work with them?” 🗣️ “Do they get our world?” 🗣️ “Can they deliver at this level?” 🗣️ “Any concerns?” This is where offers are made - or quietly die. So how do you influence that conversation before it happens? 🎯 1. Think beyond one good answer. You’re not there to win over one person - you’re there to leave 4–5 people aligned on your strengths. Every response should serve a bigger narrative: 💬 “This is how I think.” 💬 “This is how I lead.” 💬 “This is how I solve problems that matter.” 🎯 2. Don’t just speak to the panel - read the panel. Some will go quiet. Some will challenge you. Some are half-convinced. Your job isn’t to impress. It’s to connect. Ask clarifying questions. Bridge gaps. Build trust across the table. A great panelist might advocate for you. A sceptical one might block you. 🎯 3. Preempt what they’ll say after you leave. Instead of hoping they don’t bring up a weakness - address it head-on: 🗣️ “I haven’t worked in your exact industry before, but here’s how I’ve ramped quickly in new domains.” 🗣️ “This role spans cross-functional teams - I’d love to share how I’ve led across silos.” You don’t need to be perfect. You need to be trusted. 🎯 4. The best candidates influence the recap. They don’t just give strong answers. They shape a story the panel can repeat: 👉 “She’s clearly strategic.” 👉 “He listens and adapts.” 👉 “They’ve led through complexity before.” That’s what turns a panel into a champion. Bottom line? Don’t just prepare to answer questions. Prepare to influence the conversation that happens after you’ve logged off. Because that’s where decisions are really made. #InterviewTips #PanelInterviews #JobSearchStrategy #LeadershipHiring #SeniorJobs #CareerGrowth #HiringInsights #InterviewPreparation

During the last few years, I have interviewed many PhD students for my positions and colleagues, and I found that sometimes students are confused about what they could expect. Here are a few things that might be useful to know for students. 1. Know your CV Start by reviewing your own CV thoroughly. Panel members will likely ask questions directly based on your experience, previous research, projects, or skills you've listed. 2. Understand the interview format If it’s not already clear, ask who will be in the interview panel. Is it just the potential supervisor or a group of academics? Don’t hesitate to ask what the interview will cover. It’s completely appropriate and helpful to clarify this in advance. 3. Research the panel members Take time to look up their research, publications, recent projects, and social media profiles. 4. Learn about the university, department, group and perhaps the country Get familiar with the university, its research culture, and the country where it’s located. Learn about the department, other academics working there, ongoing projects, and potential research centers you could be involved in. 5. Prepare to talk About your research: You should be able to clearly explain your past research, your contribution to any publications or projects. Stick to short, clear explanations and avoid lengthy introductions. Don't panic if the panel members ask you a few technical questions; usually, they won't be hard questions, and you will be fine if you have done your work. 6. Practice how you introduce yourself: If asked to introduce yourself, briefly cover your academic background, any research you’ve done, your technical or domain-specific skills, and anything else you think is necessary. 7. Prepare a few good questions to ask the panel You can ask about supervisory style and meeting frequency, opportunities to collaborate or publish, department culture and PhD community, etc. 8. Be ready to discuss future plans You might be asked: “Where do you see yourself after your PhD?” There’s no one right answer, but having a direction (academia, industry, policy, etc.) shows that you’ve thought things through. 9. Logistics check Most interviews are online these days. Make sure you test your internet, camera, and microphone ahead of time. Choose a quiet location, keep your CV and notes nearby, and dress well. 10. Above All: Be Genuine You don’t need to pretend to know everything or exaggerate. What matters most is your curiosity, your motivation, and how you behave. Be yourself, people can tell when you’re being real.

The 4 reasons candidates fail panel presentations (after 800+ SE & AE interviews reviewed) We’ve analyzed 700+ AE and SE panel presentations/demos Across US, Europe, and APAC The most common rejection reasons: #1: Low energy If you're not excited about what you're selling, your audience won't be either. In technical demos, this is deadly - buyers tune out when you sound robotic walking through features. → Show up with energy. Your tone and presence should make people want to act. Even when covering integrations or back-end functionality, your delivery needs to stay engaging. #2: Zero interaction They present at people, not with them. No questions or check-ins. Discovery doesn't end when the demo starts - you need to keep validating their environment, tech stack, and pain points throughout. → Make it a conversation. Use open-ended questions to involve your audience and keep them engaged. #3: Feature dumps They walk through what the product does without explaining why anyone should care. Buyers don't care that you have single sign-on or custom dashboards - they care about increasing revenue by 20% or giving their ops team visibility they've never had. → Connect features to outcomes. Show how your solution solves their problems and drives results for their business. #4: Poor question & objection handling Interview demos put candidates on the spot with questions they won’t always know the answer to, and that’s where many fall apart. They panic, ramble, or bluff instead of simply saying they don’t know. → Ask clarifying questions first. If you still don’t have the answer, say you’ll research it and follow up. Interviewers often ask questions they know you won’t have an answer to - not to trick you, but to see how you handle it. How you respond matters more than having the “right” answer. ____ Getting these four right is critical to landing a job offer. If any of them feel uncomfortable, practice with a friend and get honest feedback. Best of luck to anyone interviewing in 2026! 🙏

My best interview advice? Know your audience. Don’t just prepare for questions. Prepare for what each interviewer 𝙣𝙚𝙚𝙙𝙨 to hear to move you forward. Every person in the process has a different priority. Here’s how to think about it: 👇 --- 𝗥𝗲𝗰𝗿𝘂𝗶𝘁𝗲𝗿𝘀: 𝗗𝗼𝗲𝘀 𝘆𝗼𝘂𝗿 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝘀𝗮𝗹𝗮𝗿𝘆 𝗲𝘅𝗽𝗲𝗰𝘁𝗮𝘁𝗶𝗼𝗻𝘀 𝗺𝗮𝘁𝗰𝗵? The recruiter’s job is to filter out misaligned candidates. They’re checking: - Do you have the right experience? - Do your salary expectations fit (given your exp)? If they can’t quickly see you’re a fit, you won’t move forward. Connect the dots for them—don’t make them work for it! --- 𝗛𝗶𝗿𝗶𝗻𝗴 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀: 𝗖𝗮𝗻 𝘆𝗼𝘂 𝗿𝗮𝗺𝗽 𝘂𝗽 𝗮𝗻𝗱 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗲 𝗾𝘂𝗶𝗰𝗸𝗹𝘆? Hiring managers don’t just want qualified candidates. They need someone who can: - Learn fast and adapt - Start driving results with minimal hand-holding This is where your past success stories matter most! Come prepared with 3-5 strong ones. --- 𝗧𝗲𝗮𝗺 𝗠𝗲𝗺𝗯𝗲𝗿𝘀: 𝗪𝗶𝗹𝗹 𝘄𝗲 𝗲𝗻𝗷𝗼𝘆 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂? It’s not just about being likable. They want: - A reliable, competent collaborator - Someone who carries their weight - A culture fit (easy to work with) Make it clear that you’ll add value—not extra work or drama 😅 --- 𝗣𝗮𝗻𝗲𝗹𝗶𝘀𝘁𝘀: 𝗖𝗮𝗻 𝘆𝗼𝘂 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗹𝘆 𝗮𝗻𝗱 𝗺𝗮𝗻𝗮𝗴𝗲 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺? Panelists are assessing: - Clear communication - Confidence under pressure - Storytelling skills Be prepared to ask questions and keep their attention. Clear, confident delivery is crucial! --- 𝗦𝗲𝗻𝗶𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀: 𝗪𝗶𝗹𝗹 𝘆𝗼𝘂 𝗽𝗼𝘀𝗶𝘁𝗶𝘃𝗲𝗹𝘆 𝗶𝗺𝗽𝗮𝗰𝘁 𝘁𝗵𝗲 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻? Executives think big picture. They’re wondering: - Are you a risk? - Will you elevate the team? - Can you drive long-term success? Do deep research, be bold, and come ready to handle possible concerns. 𝗔𝗹𝘄𝗮𝘆𝘀 𝘁𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗶𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄𝗲𝗿 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗳𝗿𝗼𝗺 𝘆𝗼𝘂 𝘁𝗼 𝘀𝗮𝘆 "𝘆𝗲𝘀." It will help you prioritize your prep and nail your interviews 👌

Panel interviews vs 1-1 interviews. You can't have the same strategy. What to do differently to stand out? In 1-1 interviews, the strategy is: • Research questions and the company • Prepare for the type of interviewer • Have your answers prepared • Have your questions prepared • Build rapport with the person in the room Panel interviews are different: • There are multiple people in the room • There are differing motivations • Questions are coming from all angles So, my mentees change focus with three things: 1. Avatar 2. Alignment 3. Adaptability Let's dig in. -- 1. Avatar Panelists will represent different priorities and roles. Prep for the possibilities: The Leader (Decision-Maker): • Focuses on big-picture results and ROI. • Highlight measurable outcomes and strategic thinking. The Subject Matter Expert (Techie): • Evaluates your technical or domain expertise. • Use frameworks and precise technical language. The Peer (Colleague): • Determines if you’re collaborative and approachable. • Share examples of teamwork and emphasize interpersonal skills. The Skeptic (Challenger): • Tests your ability to handle tough questions. • Stay calm, defend your decision with evidence, and engage diplomatically. • Smile The Cultural Gatekeeper (HR): • Assesses alignment with company values. • Connect your values to the company’s mission and culture. 2. Alignment In panels, shift strategically from "I" to "We" Here are three examples of how to do that: a. Use collaborative language: • "In my last project, our team reduced costs by 20% through joint efforts in automation and streamlining workflows." b. Then, highlight team wins that you delivered: • "I facilitated alignment across 3 teams to deliver a product 2 months early." c. Ask Team-Focused Questions: • "How does the team typically collaborate on cross-functional projects?" 3. Adaptability Panel interviews are dynamic. 💡 You will be tested on how you react to follow-ups or conflicting perspectives. Here are a few ways to be adaptable. Active Listening: • Pay attention to tone and nonverbal cues. • Example: If someone looks confused, pause and clarify: • "Would you like me to elaborate further?" Handling Contradictions: • Acknowledge differing priorities without alienating anyone. • Example: "That’s a great point. Here’s how I’d balance both perspectives…” Adjusting Answers for Depth: • For technical panelists: Dive into the “how.” • For senior leaders: Emphasize the “why.” Engage Everyone: • Start with the question asker, then make eye contact with others. -- Those are the three big changes in strategy! Avatar Alignment Adaptability I hope this post helps to crush your next panel interview. 💪🏽

“The candidate who failed an interview—not because of skill.” The room was tense but quiet. A panel of three senior leaders sat across the polished table, papers stacked neatly, pens clicking softly. The faint hum of the AC mixed with the sound of his nervous breathing. The candidate walked in—a sharp resume, impressive credentials, technical answers flowing like clockwork. He knew the numbers. He knew the frameworks. Every question, he answered. Every detail, he nailed. And yet… something was missing. Each time he spoke, his eyes dropped to the floor, or flickered to the ceiling. Not once did he meet the gaze of the people deciding his future. To the panel, it didn’t matter that his answers were correct. What they felt was hesitation. Uncertainty. A lack of presence. After the interview, one of the panelists sighed and said: “Brilliant on paper. But I just couldn’t see him leading people.” That was his vulnerability. Not lack of knowledge. Not lack of preparation. But lack of connection. I sat down with him later. He looked at me and confessed: “I avoid eye contact because it makes me nervous. I feel like they’ll see through me.” I told him gently: 👉 “And that’s exactly the problem. Eye contact doesn’t expose weakness—it signals confidence. It tells people: ‘I believe in what I’m saying.’” So we worked on it. Step by step. • Practicing power gazes: holding eye contact long enough to build trust, not intimidation. • Using triangular eye movement: moving naturally between left eye, right eye, and mouth—so it never feels like a stare. • Pairing body posture with steady gaze—open chest, shoulders back, grounded presence. At first, he struggled. His voice cracked, his palms sweated. But slowly, he began to notice—when he looked up, people leaned in. Weeks later, in his next interview, he walked in with calm shoulders, lifted his eyes, and looked directly at the panel as he answered. The difference was electric. The panel nodded. Pens scribbled notes. One interviewer even smiled and said: “You sound like someone who belongs here.” This time, he didn’t just pass. He got the offer. 🌟 Lesson: People don’t just hire résumés. They hire presence. Because in leadership, knowledge may answer the question—but presence wins the room. #ExecutivePresence #CommunicationSkills #SoftSkills #BodyLanguage #LeadershipDevelopment #Fortune500 #Interviews #PersonalBranding #Leadership #Confidence

💥 You Didn’t Lose the Candidate — Your Hiring Panel Misunderstood Him Elena, a team leader at a U.S.-based tech firm, thought she’d be interviewing the perfect candidate — Ahmed, a talented engineer from the UAE. His résumé? Impressive. His references? Stellar. But during the interview, something felt off. Ahmed paused before answering questions. His tone was modest. When asked about achievements, he downplayed his success. Afterward, the panel agreed: “He didn’t seem confident.” Weeks later, a colleague in Dubai was stunned. “You passed on Ahmed? He’s one of the most capable people I know.” The truth? Ahmed didn’t fail the interview — the interview failed him. The interviewing team had unintentionally filtered his communication style through their cultural lens. 🧠 Researchers agree that ways of interacting in interviews can differ between cultures. These differences can potentially lead to misinterpreting applicant behaviors, resulting in inaccurate assessments. So, what looks like “lack of confidence” in one culture may be a sign of respect, humility, or professionalism in another. ✅ How to Conduct Inclusive and Culturally Competent Interviews 1️⃣ Reframe the Definition of "Strong Communication" Look beyond tone or delivery. Focus on clarity of ideas, relevance of responses, and thought process—even if it shows up differently than you're used to. 2️⃣ Make Space for Silence Train hiring teams to become more comfortable with silence. Remind them that pauses might reflect translation, thoughtfulness, or cultural respect. Resist the urge to jump in too quickly. 3️⃣ Value Bilingualism and Global Experience A candidate with an accent has likely mastered more than one language—a valuable asset in any global business. Prioritize adaptability and international perspective. 4️⃣ Educate Your Hiring Panels Provide cultural competence training focused on interview practices. Teach teams to identify how their own biases and cultural norms may influence evaluations. 5️⃣ Ask Structured, Open-Ended Questions Use behavioral questions that invite a range of responses. For example: “Tell us about a time you handled conflict on a team.” Then allow space for storytelling or non-linear answers. 📌 Inclusive hiring doesn’t mean lowering standards; it means adjusting your lens so that culturally diverse candidates are assessed fairly and equitably. 🚀 The Ripple Effect of Cultural Competence Conducting interviews with curiosity, instead of assumptions, changes everything. Candidates feel seen, valued, and respected. And, in the end, organizations hire brilliance that others overlook. 🌍If cultural differences are slowing your team down, let’s talk. A short, no-pressure Cultural Clarity Call can reveal the root causes and the path forward. 📍You’ll find the link right on my banner. #InclusiveHiring #CulturalCompetence #GlobalLeadership #CrossCulturalCommunication #TalentAcquisition

I've watched hiring panels choose confident mediocrity over quiet capability. Over and over. Here's what happens: Someone interviews brilliantly. Polished answers. Great eye contact. Knows all the right things to say about stakeholder management. You hire them. Three months later, they're struggling. They need constant direction. They can't make decisions without checking in. Meanwhile, the person who was "a bit uncertain" in the interview? You never hired them. But they would have been brilliant at the actual job. The problem isn't your interview process. The problem is that interviews reward performance, not ability. Structured questions don't fix it. Scoring rubrics don't fix it. Panel interviews don't fix it. They just make us feel better about getting it wrong. Here's the thing: The person who's best at interviewing is rarely the person who's best at doing the work. Those are two completely different skill sets. And until we stop conflating them, we'll keep hiring people who are great at talking about work and average at actually doing it. Question: Have you ever not hired someone and later thought "I got that wrong"? This week's newsletter unpacks why interviews are performance theatre (and what to measure instead).

A smooth and thoughtful hiring process has far-reaching impact. But every once in a while, you come across a hiring manager who takes it to the next level. Not by doing anything flashy, but by mastering the fundamentals. Recently, I had the pleasure of working with a hiring manager who knocked it out of the park with candidate experience. The client had originally been trying to fill a role on their own. They were looking for someone with in-house experience in pharma or biotech, with experience working with cross-functional teams. From our very first kickoff call, it was clear this wasn’t going to be a typical search. The hiring manager came in prepared and focused. We aligned on the ideal candidate profile, compensation expectations, and interview logistics. We even discussed external factors that might slow things down, like summer vacations or competing priorities, and planned around them. Within just a week, we had strong candidates in play. But what made this process stand out wasn’t speed. It was intentionality. The manager designed a process that made each candidate feel seen and respected. It started with a 45-minute video screen (with a human, no AI here), followed by a series of 1:1 interviews with key stakeholders from both within and outside the department. Each panelist was briefed on the candidate’s background and assigned a different focus area to explore so interviews didn’t feel repetitive, and candidates weren’t asked the same questions by each person. Sadly, this approach is the exception vs. the norm in most interview processes. Hiring managers, take note! Before each round, candidates received a short, personalized briefing: who they were meeting with, what the conversations might focus on, and what to expect next. It sounds simple, but this small step made a big difference. It gave candidates the confidence to show up prepared and the space to have real, productive conversations, not just rehearsed polished talking points. The manager also prioritized closing the loop quickly. Candidates received timely updates and, when possible, constructive feedback. It wasn’t just courteous. It reinforced the company’s brand as a thoughtful and organized employer. Every touchpoint was handled with care. The result? Candidates walked away feeling like they were being recruited, not processed. Multiple people told me it was one of the best interview experiences they’d ever had. And it didn’t require bells and whistles. Just preparation, consistency, and a little bit of empathy. So often we overcomplicate hiring. But this process was a reminder that when you get the basics right—clarity, communication, respect, you don’t just make better hires. You build trust, elevate your brand, and turn candidates into advocates, whether they get the job or not. It’s not rocket science. But it is rare. And it’s something every team can aspire to. #interviewprocess #hiring #feedback