Notes:
At the interview I met the director in change of software development, the head of R&D (and the head of the personel department).
The interview had a different emphasis to many that I've attended – there was no attempt to evaluate my technical skills! (The R&D head had obviously visited my website and satisfied himself on those grounds.)
There were however a lot of questions about the transition from "traditional" development processes to OO, knowledge transfer and my puzzling lack of desire to move into management.
The picture that emerged as we discussed their requirements was of an organisation that understood its chosen problem domain very well and had a successful history of delivering bespoke software solutions.
A couple of years previously the head of R&D had "bought into" OO generally and specifically Java Enterprise technologies and introduced these into the organisation.
While they had successfully delivered systems using these techniques they had found that costs were still high and they were not achieving effective reuse.
Generally they were not getting the expected benefits and didn't know what was going wrong. They knew they had bright developers and trusted their project managers – but as the managers didn't understand OO and the developers didn't understand project management they had a big communications problem.