After interviewing thousands of candidates, I’ll say it simply: Being qualified gets you in the room. Being prepared is what gets you chosen. The strongest candidate is rarely the one with the richest CV. It’s the one who can connect their answers to what this team actually needs. Most people lose impact around minute 3 - they start speaking in headlines instead of examples. So rehearse your stories. Not to sound polished but to stop improvising under pressure. And your questions at the end? They’re still part of the interview. Pick 2-3 that position you well (not 10 - there is rarely time for that many). A quick take on Reno Perry’s questions: Safe/common: “success in 90 days” (1) + “biggest challenges” (2). Useful, just not very distinctive. Team signal: “feedback culture” (6) + “how the team evolved” (9). Shows maturity and real interest in how people work. Bold: “what would you change” (7) + “values under pressure” (8). Great if the culture welcomes that kind of directness. Public sector tweak: swap “measure” (3) for “priorities/criteria/expectations” (3) - and be careful with (1) depending on context. A small caution: asking (2), (4) and (5) back-to-back can unintentionally sound like you’re screening for safety. If you use them, frame them around impact - or pick only one. If you could ask just ONE question at the end - which one would you choose?