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Questions to ask them
Asking good questions is half the interview. It signals seniority, intentionality, and that you're evaluating them too. Different questions belong in different stages — here's the catalog, organized.
01Stage 1 — Screening (recruiter / HM)
Pick 3–4. Don't ask all of these — pick the ones that fit who's interviewing you and what you genuinely want to know.
About the role
- What does success look like in this role in the first 6 months? In the first year?
- What's the biggest technical challenge the frontend team is facing right now?
- What's the current state of the codebase — greenfield, or evolving an existing product?
- How big is the frontend team today, and how is it expected to grow?
- Who would I be reporting to, and what's their background?
About process
- What does a typical sprint or week look like for engineers on the team?
- How does the team work with design and backend? What's the collaboration model?
- What's the interview process from here? What can I expect in the next stages?
- What's your timeline on this hire?
About the company
- Can you tell me about Omnesoft's funding stage? Are you bootstrapped or VC-backed?
- What stage is the product at — pre-launch, early access, GA?
- How would you describe the engineering culture in two or three sentences?
The closing question (always end on something positive)
- "What excites you most about working at Omnesoft?" — disarming, gives them a chance to sell, leaves a good aftertaste.
02Stage 2 — Culture fit (leadership)
Now you're talking to leadership. Questions should signal that you think about company-building, not just code.
- What's the company's biggest priority for the next 6 months?
- How do you make hard decisions when team members disagree?
- What's a value on the website that's actually been tested in practice — and how did the team respond?
- What kind of engineer thrives at Omnesoft, and what kind doesn't?
- How does the leadership team handle mistakes — both their own and the team's?
- What does career growth look like for an engineer here?
- What are your expectations for engineers in terms of working hours and on-call?
- How do you measure success at the company level? Customer metrics, revenue, both?
- What's an example of feedback the team gave leadership that actually changed something?
03Stage 3 — Technical (frontend leadership)
Questions that show you think about engineering trade-offs, not just code.
Architecture
- How is the frontend organized today? Single Nx workspace? How many apps and libs?
- How are you handling the boundary between micro-frontends — Module Federation, single repo with shared libs, something else?
- What's the approach to shared types and contracts between frontend and the .NET backend?
- How do you handle authentication and session management across the frontend?
- What's your design system situation — internal library, off-the-shelf, hybrid?
State & data
- How are you handling server state? All TanStack Query, or other patterns mixed in?
- What's the strategy for caching, invalidation, and optimistic updates in a data-heavy ERP context?
- How do you handle real-time updates — websockets, polling, server-sent events?
Tooling, perf, quality
- What's your CI/CD pipeline like today — build times, test times, deploy frequency?
- How do you measure frontend performance in production? Are you using App Insights for the frontend too?
- What's your testing coverage strategy? Where do you draw the line between unit, integration, and E2E?
- How are you handling AG Grid customization at scale — patterns, abstractions, what's been hard?
Team & ways of working
- What does code review look like here? Who reviews what, what's the SLA?
- Where does the frontend team feel under-invested today? What would you fix if you had unlimited time?
- How are technical decisions made — RFC process, lead-driven, consensus?
04Stage 4 — CEO conversation
The CEO interview is about vision, ambition, and "would I want this person on my team for years?" Your questions should match.
- What's your long-term vision for Omnesoft — where do you see the company in 3–5 years?
- Why did you start (or join) this company? What's the personal "why" behind it?
- What's the hardest part of building Omnesoft right now?
- How do you think about competing with established ERP vendors — Odoo, NetSuite, the SAPs of the world?
- What's your current funding situation, and what's the plan for the next round if there is one?
- What's a customer story that's stuck with you — someone you helped in a way that surprised you?
- What's the most important thing your team has gotten right so far? Wrong?
- What would make you, a year from now, look back and say this hire was a great one?
The closer for stage 4: "What's the next step from here?" Don't be coy at the end of a CEO conversation. Be direct about wanting to move forward.
05The "always have these in your back pocket" set
If you blank in any stage, these three never miss:
1.
"What does success look like in this role in 6 months?"
2.
"What's the biggest challenge the team is facing right now?"
3.
"What excites you most about working here?"
06Questions you should NOT ask in stage 1
Save for later
- Detailed comp negotiation
- Vacation policy specifics
- Equity / bonus structure
- Day-off / flexibility specifics
- Anything that telegraphs "I'm already negotiating"
Never ask
- "What does the company do?" — they'll know you didn't read the site
- "Will I get a Mac or Windows?" — too small a thing for stage 1
- "Are there other candidates?" — fishing
- "How am I doing so far?" — desperate
07Practice protocol
Pick your top 5 across all stages. Write them on a small index card or sticky note. Have it visible during every interview. Glance at it when they say "do you have any questions for me." Don't rely on memory — even seasoned candidates blank at this moment.