This as-told-to feature originates from an in-depth conversation with Garima Shah, the Orlando-based founder and president of Biller Genie, a business-to-business software-as-a-service (SaaS) platform. The narrative has been refined and edited exclusively for length, precision, and clarity of expression.
Garima Shah has established a remarkably enduring career in the financial technology sector, having spent more than two decades honing her expertise in an industry defined by innovation, rapid change, and high performance expectations. When she first entered the professional world, her initial role was in outside sales — a position both ambitious and demanding. At just nineteen years old, she found herself immersed in an environment marked by high employee turnover, rigorous dedication, and a solely commission-based salary structure. The steep learning curve she encountered accelerated unexpectedly when her direct manager went on maternity leave, abruptly entrusting Shah — then still largely inexperienced — with the responsibility of running the company. It was an overwhelming yet transformative initiation into leadership.
As Shah’s career progressed, she took on the demanding task of managing sales teams, a role that required both decisiveness and adaptability. During that period, she conducted between thirty and forty interviews daily, an experience that taught her to identify essential, almost instinctive indicators of professionalism and potential. She learned to pay close attention to simple but revealing behavioral cues — whether a candidate maintained consistent eye contact, offered a confident handshake, or displayed the ability to respond thoughtfully to basic questions. These seemingly small details, in her view, often provided an accurate glimpse into a person’s communication skills and overall readiness for the fast-paced environment of sales.
Today, as cofounder of Biller Genie — the B2B SaaS company she helped launch five years ago — Shah conducts fifteen to twenty interviews each week. Her refined instincts, developed over years of direct experience, guide her through a highly efficient and deliberate process. She knows precisely what she is searching for: that immediate sense of alignment or what she calls the “click” — a mutual recognition that a candidate could genuinely thrive within her company’s culture.
For Shah, the optimal interview length is about six and a half minutes. Every candidate who reaches her has already passed through multiple filters: a résumé review, a LinkedIn profile evaluation, and a preliminary screening call designed to verify their technical qualifications. By the time someone sits across from her, Shah’s goal is no longer to confirm their ability to perform the job. Rather, she is evaluating less tangible but equally vital qualities — passion, enthusiasm, cultural compatibility, and interpersonal chemistry. She considers whether there is an authentic “vibe,” assessing if the candidate truly grasps her questions, responds fluidly, and matches the energy of a company that moves quickly and prizes clarity of thought.
Although she formally allots fifteen minutes for these meetings, the majority conclude well before the ten-minute mark. Shah typically completes her assessment within six minutes, trusting her intuition to guide her decision-making.
Her approach to interviews is straightforward and structured around three core questions. At the outset, she tells candidates candidly that this first meeting is brief and designed simply to gauge whether there might be mutual potential. She begins by asking about their professional history and what they seek in their next role. Occasionally, candidates answer at length, delving into exhaustive details; at that point, Shah politely redirects them, encouraging focus on the most significant achievements and experiences. Efficiency of communication matters deeply to her.
Next, she invites them to describe their ideal role — not only in title or responsibility but in the specific, day-to-day tasks that energize them. Shah believes that employees perform best when operating within their unique strengths — their “zone of genius,” as she calls it. Understanding what truly excites a candidate helps her determine whether the company can provide that environment.
The final question explores what they already know about Biller Genie. This step reveals preparation and initiative. Shah often encounters applicants who have invested little effort in understanding what her company does or how they could contribute. For her, that lack of research signals an absence of genuine interest.
Throughout interviews, Shah’s natural pacing becomes notably brisk. She speaks quickly, reflecting the velocity at which both she and her company function. She purposefully evaluates whether candidates can think on their feet, respond succinctly, and communicate their thoughts without unnecessary elaboration. The ability to adapt mentally in real time, she believes, mirrors the collaborative dynamics within her fast-moving organization. While such intensity may not appeal to everyone, it forms a core component of Biller Genie’s culture.
In describing her interview philosophy, Shah draws a striking analogy: she likens the first interview to a first date. During that encounter, both parties present the best versions of themselves — confident, polished, and intentional. She acknowledges that this idealized presentation does not fully reveal who a person is once comfort sets in. Nevertheless, she views this interaction as a meaningful opportunity to sense compatibility. If preliminary impressions feel promising, she believes it is worth taking a chance, much as one might after a positive first date. The instinctive connection — or lack thereof — serves as her compass.
While not every candidate ultimately proves to be a match, Shah relies heavily on her intuitive reading of people, refined by decades of experience, to gauge whether the initial “vibe” signals long-term synergy. The method is not infallible, but her success rate confirms its effectiveness.
The concise interview she conducts marks only the first step in the hiring process. Executive-level candidates typically proceed to further stages — multiple interviews, team shadowing opportunities, and deeper engagements designed to assess leadership compatibility. For managerial applicants, Shah complements the interviews with two formal assessments that measure their problem-solving abilities and leadership approach. In most cases, when a candidate demonstrates clear potential and cultural fit, Shah administers a relevant skills test or provides a practical exercise. For instance, support-role candidates might receive a demo of the company’s product, which they must evaluate and summarize. This allows Shah and her team to observe how quickly the candidate grasps new information, processes feedback, and demonstrates comprehension.
Given that Biller Genie remains an agile, growing enterprise with limited resources, Shah emphasizes efficiency. She avoids unnecessarily drawn-out hiring protocols. For senior roles, a more extensive process is warranted — such positions require immediate leadership and deep organizational alignment. However, for the majority of positions, efficiency and clarity take precedence. Her team often receives hundreds of applications for each open role. Through initial screening and qualification steps, they typically eliminate at least half before conducting any direct interviews. By the time candidates advance beyond the screening call, Shah expects her hiring managers to act decisively, selecting those who authentically embody the company’s values and possess the potential to thrive in its dynamic environment.
In essence, Garima Shah’s approach to hiring encapsulates both discipline and intuition — balancing structured evaluation with a profound respect for human connection. For her, an effective interview is not a marathon of interrogation but a focused, high-energy exchange that captures whether two professional paths should align.
Sourse: https://www.businessinsider.com/fintech-cofounder-job-interview-6-and-a-half-minutes-2025-10
