
Canonical's Engineering Manager interview, as two candidates describe it, combines written and psychometric exercises with several manager conversations on Linux, architecture and people management. Both candidates report little feedback afterward.
$123K
Avg. Base Comp
$155K
Avg. Total Comp
Not reported
Typical Rounds
Not reported
Process Length
Two candidates describe Canonical's Engineering Manager process, and both describe it as exercise-heavy, drawn out and light on feedback. The interviews themselves were reported as pleasant, but the work around them is substantial.
One candidate reports four one-hour interviews plus four exercises: a written exercise, two psychometric exercises and a coding exercise. The questions were described as standard for a manager role but broad, covering Linux skills, software architecture and management ability. The other candidate reports a required essay at the start, with questions tailored to the job family. That was followed by three interviews with managers from different functions, psychometric tests and a debrief with a talent scientist. That candidate did not reach the final stage, which was expected to involve senior leaders and a hiring buddy.
The clearest behavioral themes were handling disagreement and managing a low performer. Prepare concrete stories for both, along with examples of architecture decisions you have owned. Expect to explain how you lead as well as what you have built. Treat the manager conversations as two-way: one candidate found them more like a discussion of how the company works than a technical grilling.
Neither candidate received an offer, and both said they got little or no constructive feedback. One described the final rejection email as generic and impersonal. Plan your time around the written pieces, and don't expect much closure if the process ends early.
Synthesized from 2 candidate reports by our editorial team.
Had an interview recently?
Share your experience. Unlock the full guide.
Real interview reports from people who went through the Canonical process.
Share your own interview experience to unlock all reports, or subscribe for full access.
Sourced from candidate reports and verified by our team.
Topics based on recent interview experiences.
Featured question at Canonical
How would you improve Google Maps?
| Question | |
|---|---|
| Find Duplicate Numbers in a List | |
| Swap Variables | |
| Hurdles In Data Projects | |
| Client Solution Pushback | |
| Search Timeout | |
| Cloud-Agnostic Deployments | |
| Safe Deployments | |
| Azure Kubernetes Infrastructure | |
| Decreasing Tech Debt | |
| Merge Sorted Lists | |
| Find Bigrams | |
| Minimum Change | |
| Find the Missing Number | |
| Scrambled Tickets | |
| String Shift | |
| Get Top N Frequent Words | |
| Find the First Non-Repeating Character in a String | |
| Prime to N | |
| Good Grades and Favorite Colors | |
| The Brackets Problem | |
| Rectangle Overlap | |
| Recurring Character | |
| Friendship Timeline | |
| Integer to Roman | |
| Permutation Palindrome | |
| WAU vs Open Rates | |
| Nearest Common Ancestor | |
| Weekly Aggregation | |
| Complete Addresses |
Synthesized from candidate reports. Individual experiences may vary.
Candidates report a written component early on. One describes a comprehensive essay with questions tailored to the job family. The other describes a written exercise within a larger set of exercises. Expect to spend real time reflecting on your leadership approach before any live conversation, and draft your answers carefully.
One candidate reports four one-hour interviews, and another reports three interviews with managers from different functions. One candidate was asked about Linux, software architecture and management ability. The other was asked how they handle disagreement and a low performer. Both described the conversations positively, and one found them more two-way than a technical grilling.
Candidates report psychometric tests, with one describing two psychometric exercises and a coding exercise. The other candidate had a debrief with a talent scientist after the tests. These may add noticeable time to the process, so plan your schedule. One candidate found the structure impersonal.
One candidate describes a final screening with senior leaders and a hiring buddy, which they did not reach. Neither candidate received an offer or constructive feedback. One waited about two weeks after following up and then received a generic rejection email. Be ready for limited communication and ask the hiring contact about next steps.