I had a very mixed experience with the interview process. On the positive side, the automated scheduling system, Sophia, was impressive. Communication was clear, timely, and efficient. Interview reminders and logistics were handled smoothly, which created a strong first impression of an organized and modern hiring process. Unfortunately, the experience with the HR screener did not match that standard at all. The initial interview felt unprofessional and poorly handled. The recruiter appeared unfamiliar with the role and relied heavily on reading from a script rather than having a meaningful conversation. There was little effort to explain the position, the team, or what the company was actually looking for. I was not asked about my own expectations or interests either. Instead of a two way discussion, the call felt more like an interrogation, where I was expected to justify every detail of my background without context or engagement from the other side. The tone and structure of the conversation came across as dismissive and, at times, disrespectful. A strong hiring process depends on well prepared and well trained recruiters, especially at the first touchpoint. Based on this experience, there is a clear gap between the company’s technical systems and the quality of its human interaction during recruitment. I hope the company invests in better HR training, because the current approach does not reflect well on the organization. Based on my experience, I would be hesitant to recommend others to apply unless improvements are made in how candidates are treated like sheeps in herd during the screening stage.What made the situation even more concerning was that the recruiter screening candidates for a UAE based role was located in the UK a senior aged lady and demonstrated a clear lack of understanding of UAE employment practices. This led to incorrect claims about legal work eligibility and turned a straightforward question into an unnecessary debate. It was equally evident that the recruiter did not understand the role she was screening for. The position was for a Digital Wallet Product Manager, a specialized fintech and product leadership function. However, the questions and direction of the conversation showed no familiarity with product management, digital wallets, or the scope of responsibilities involved. As a result, it was nearly impossible to have a meaningful discussion about my experience or how I could contribute to the role. When recruiters lack both regional hiring knowledge and subject matter understanding, the screening process becomes misaligned and unproductive. Instead of assessing fit, the conversation drifts into confusion and incorrect assumptions. For a technology driven product role within a global financial services company, the initial screening should be conducted by someone properly briefed on both the market and the function. That standard was not met in this case.