1Why should I give this position to you instead of the other people on the shortlist?
What they're really asking
The interviewer wants you to summarise your strengths against their needs. They are testing whether you have understood the role and can make your case with confidence but without arrogance.
How to approach it
You do not know the other candidates, so do not compare yourself with them. Instead, restate the two or three things the role most needs, as you have understood them during the interview, and match each one with specific evidence from your experience. Keep it under two minutes and finish on why you want this role in particular.
Example answer (206 words)
I don't know who else you're seeing, so I can only speak about what I'd bring. From our conversation, I think this role comes down to three things.
The first is building a key account function from almost nothing. In my current role as Commercial Director of an industrial supplies business in Riyadh, I did exactly that. When I joined there were no account plans and no pricing discipline. Four years later, revenue from our top twenty accounts is up 40 per cent, at better margins.
The second is winning work on the large government-linked projects. That's a long sales cycle with very specific procurement rules. I've led bids on six of them and won four, including a SAR 180 million framework agreement last year.
The third is building a team that stays. You've told me sales turnover has been high. In my current team of 22, we've lost three people in three years, and two of those were promotions elsewhere in the group.
And I'd add one more thing. I genuinely want this role. It's the next step up in scale for me, it's a sector I know well, and I think I'd be useful from the first month. I hope that's come across today.
Common mistakes
- Criticising other candidates or guessing who they are
- Repeating your whole career instead of matching it to the role
- Being so modest that you never actually make the case
2What questions do you have for us?
What they're really asking
The interviewer is judging the quality of your thinking, how much research you have done and how seriously you are weighing the role. At senior level, a lack of good questions is often read as a lack of interest.
How to approach it
Prepare five or six questions and ask two or three, choosing ones that have not already been answered. Ask about strategy, the main challenges, who decides what and what success looks like, and tailor at least one question to the person in front of you. Avoid opening with salary, benefits or holidays; those come later, usually through your search consultant.
Example answer (209 words)
Yes, thank you. I've got three, if that's all right.
The first is about the family. You've been clear that the business is family-owned and that the next generation is starting to get involved. How do the family and the board divide decisions today, and how do you expect that to change over the next five years? In particular, where would the CFO's decision rights sit on things like dividends and acquisitions?
The second is about my predecessor. I understand he was in the role for eleven years before retiring. What did he do particularly well that you'd want to keep, and what would you want done differently?
The third is about the first year. If we sat here in twelve months and you were really pleased with the appointment, what would have happened? I ask because I've read the last two sets of accounts filed at Companies House, and working capital has grown faster than revenue. I'd like to understand whether that's where you'd expect me to start, or whether there's something more pressing.
And one smaller thing. Would there be a chance to meet the finance team here in Edinburgh before any decision is made? I'd find it useful to hear their view of the business too.
Common mistakes
- Saying you have no questions because everything was covered
- Opening with salary, bonus or holiday entitlement
- Asking something easily answered by the website
3Is there anything else you would like to tell us before we finish?
What they're really asking
This is your last impression. The interviewer is giving you a chance to fill any gaps, address concerns and confirm your interest, and how you use it shows your judgement and composure.
How to approach it
Use the moment rather than declining it. In under a minute, cover anything important that has not come up, address any concern you sensed during the interview and say clearly that you want the role. Then thank them and ask about next steps. Do not start a long new story.
Example answer (181 words)
Yes, just two things, and I'll be quick.
The first is that I sensed some hesitation earlier when we talked about my experience with unionised workforces, and I don't think I explained it well. In my current role as COO of a food manufacturer in Cairo, about 60 per cent of our 3,000 production staff are union members, and I've led two collective agreements directly, including last year's, which we settled without losing a day of production. So it's something I've done in practice, not just observed. I'm happy to put you in touch with our head of employee relations if that would help.
The second is simply that I'm very interested. Having met you both today, I'm more convinced than when I walked in. The plan to consolidate your three bottling plants is very close to the work I've just finished, and I'd like to do it again in a business with your ambitions.
Thank you for your time, and for being so open about the challenges. Could you tell me what the next steps are, and the likely timing?
Common mistakes
- Saying 'no, I think we've covered everything' and leaving it there
- Starting a long new story at the end of the meeting
- Leaving without confirming your interest or asking about next steps
Practise on your own CV
Interview Prep writes the questions an interviewer would ask you, from your own CV, and gives you candid feedback on every answer you write. Part of Pro.
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