I wanted to share an experience I recently had during an interview process with Blake's Hard Cider—less for the drama and more as a reflection on how leadership (or the lack of it) can shape the culture and trajectory of a company.
The process started strong. The initial interview was professional, with solid questions that reflected real interest in my background. Everything pointed to a company that took hiring seriously. Then came the second round with the Owner/COO—initials JB—and things went off track quickly.
Zero effort to get to know me or my family or hobbies or interests, etc. He opened by asking what I knew about the company. I had done my homework—an hour or more of research, reviewing the company’s digital footprint, reviews, key milestones, and market positioning. But before I could finish even a few sentences, he cut me off:
"You can get all that off our website and Google. What else do you know?"
I was genuinely surprised. In 2025, online research is how we prepare—it’s how we gain insight when we haven’t yet been inside the walls of the business or met the people behind it. I mentioned that, but he just brushed it off with an arrogant smirk.
The rest of the interview continued in that vein. He asked standard behavioral questions, but after the second one, he began swaying his head, visibly disengaged. He’d interrupt frequently with, “You’re not giving me the answer!”—despite my clear use of the STAR method and 15+ years of experience as a Hospitality VP with impeccable results and references. The issue wasn’t my answers; it was that he wasn’t listening.
After about 45 minutes, he asked if I had questions. I did—three thoughtful ones. His responses were vague, dismissive, and offered little insight. Later, I followed up with his team and discovered he had misrepresented a few simple facts. It became clear that integrity, leadership, and transparency aren't high on his list of values.
Needless to say, it was disappointing. But I’m grateful for the clarity. Within days, I received offers from three other companies—two of which are significantly larger and more respected in the industry. It was validating and a reminder that not every interview is a reflection of your worth—sometimes, it’s a spotlight on theirs.
The irony? He’s hiring a leader to do what he hasn’t been able to—build a strong culture and sustainable operations. But that can’t happen without humility, vision, care, and trust in your people.
So, if you ever cross paths with this group, take it from me: leadership starts at the top. And if there’s no leadership at the top, no amount of talent below will ever fix it. These owners have no leadership or culture. Stay clear my hospitality brothers and sisters. Stay clear.
P.S. I contacted a current employee there (management role). I asked if my experience was a "one off" event. A resounding NO was the answer. The owners struggle with basic managerial tasks. They are poor communicators and don't know the first thing about building a hospitality culture.
