The interview process was very accellerated. The position was open for an extended period and there was confusion with HR about what type of person was needed. There was a 3 hour telephone interview ranging from basic questions to very detailed answers concerning associate performance issues, troubeled account management and in depth understanding of field service issues. This was followed up with a 1:1 with a Director of Service that lasted most of the day. This interview was focused on key accountablilties for service management. Inventory control of service inventory (just in time vs just in case), customer satisfaction issues (respponse time vs fix time) and project management process. The company was obviously in ttransistion from a "break fix" operation to a professional services organization. Training at all levels had been negelected resulting in poor service. The individual associates are friendly but it is a very closed network that does not welcome outsiders. They value years with the company over ability. Discipline is poor resulting in poor performers being moved around from department to department. The company is resistent to any Six Sigma applications to service.