Yeah, absolutely. As I said in the beginning, I still use that gut feeling a lot, although I try to supplement it with additional data nowadays. But I was directly involved with at least a hundred people who were hired, so you can multiply it by, I don't know, 10, so it will be about a thousand candidates.
I remember quite a few, actually one, and the person would, as you said, have all the right ticks. And it's especially difficult with a marketing type of people, I think. 'cause when the person goes to an interview, right, It's ah basically–it's sales. It's how the person presents themselves, how they write their CV, how they tell the story. And some are better than others, but doesn't necessarily correlate with a reality.
I remember one which had all the right ingredients for that position. And on paper he looked so good that we actually hired him without even doing the proper procedures, like testing for particular skills, because we felt that we would, kind of like, even offend the person, in that we would doubt his ability to do those basic tasks, or language skills, or whatever. What happened was six months later, when the results were not there, and we were questioning everything, like there must be, a product market fit problem, there might be a particular approach problem, or something else. It turned out to be a very simple language barrier problem that the person, which looked on paper super senior with international experience, with big track record of getting big clients et cetera, had struggles with basic English skills, and in those sales calls, he would be unabe to communicate, and the clients would simply would not understand his language. So this was a big recruitment failure that we decided that, 'Okay, let's just skip this process because this person is too senior,' which was a mistake on our end.