The interview process for the Business Operations Manager role at Rippling involved two stages. The first was a behavioral interview focusing on past experiences, interest in the company, and how I handle ambiguity and challenges. The second round consisted of a challenging case study. In one part, I was asked to outline the key steps and workstreams for launching a new product within 60 days, with a clear expectation for a detailed and structured plan. Another part focused on pricing strategy: I was shown a graph with two pricing models—one where the price decreases as the number of seats increases and another with a flat pricing structure—and asked to analyze which model would work better for a single-product company versus a multi-product company. While the behavioral round was straightforward, the case study required a deeper understanding of product strategy and pricing models. Unfortunately, the interviewer during the case study was very distracted, barely looked at the camera, and did not try to make the process easier or create a comfortable atmosphere. It felt like he wasn’t listening to my responses, which made the experience frustrating and unproductive. This lack of engagement left no surprise about the bad outcome of the process. While the overall structure of the interview was fine, the interaction could have been handled more professionally.