The job description was not clear as to what they were looking for: BSA on the one hand, and a VERY technical set of skills on the other. I have never met a BSA who possessed even a quarter of what the wishlist they were asking, thus I reached out to them directly to get clarification. It took a few days for the recruiter to get back to me, which is fairly quick turnaround. We had to reschedule the first screening (she called an hour late), as she "...put me on the wrong day in calendar". It really felt like she forgot (which would have been cool, we're all human), but whatever, maybe my gut was wrong on that... I was very very upfront, that I'm a technical engineer, who simply has a lot a experience dealing directly with LOBs. She confirmed that she was very interested in my skillset, and that they have hired developers into this role before. Unfortunately, we have not really advanced beyond the first 3 questions (see below): It was evident from her tone, that the answer to the first question, pretty much killed her interest and mood from that point on. The second answer sounded OK to her, but the 3rd, was a conversation-ender, as she flat-out said that given my answer, that they would not be interested. I thanked her for the response, but was curious, so I asked what was it that threw her off. She gave me a small speech on how the company was "walking the walk" as far as their values, and that my answer to the first question makes me look indecisive and possibly bitter about a past experience; additionally, the answer to the last question would not bode well with their motto of humility and collaboration, specifically the phrase "...that's not going to happen given those timelines". It sounded like they treat their internal LOBs like external clients, and that saying "no, but I'll see what I can do" was not acceptable. I thank her again, and mentioned that 1) ambivalence, does not equal indecisiveness, and that negative experience also has advantages: without the bad, how would one recognize the good? 2) majority of clients have no clue what they want, and a technical person should always have the fortitude to ask questions, confirm viability, decline if not feasible, explain and offer an alternative. Otherwise, he's yes-man who can sell, but can't deliver.