Not All PMs Are the Same - Here’s How I Hire Them

3-Part Hiring Framework

Hiring a product manager is a unique and specialized task. In my experience, it's part science, part art—and entirely contextual. This uniqueness sets it apart from other hiring processes, and it's why I've never fully subscribed to how some big-name companies approach hiring product managers. Their hiring processes tend to be highly structured, almost templated. Unfortunately, this has given rise to training institutes that teach candidates how to "crack the interview" rather than do the job.

But product management isn't about rehearsed answers. It's about thinking on your feet, navigating ambiguity, and crafting structure out of chaos. That's what I look for.

My 3-Part Framework

When hiring a product manager for an enterprise setting, I employ a flexible approach that adapts to the unique needs of the role and the product's lifecycle. This adaptability is a key strength of my 3-Part Framework.

1. Technical or Traditional Product Management Skills (TMP): Roadmapping, backlog management, problem framing, and stakeholder alignment.

2. Outbound Product Management Skills: The ability to craft compelling narratives, collaborate with marketing and sales, and evangelize with customers.

3. Domain Expertise: A deep understanding of the industry or problem space we operate in.

As Thomas Sowell once said, "There are no solutions, only trade-offs." In most hiring scenarios, I rarely find a candidate who checks all three boxes. But what I've learned is this: those who demonstrate strength in two of the three areas—combined with curiosity and a high learning velocity—often go on to become superstars. They've chosen the role because they want to contribute, learn and grow - and that mindset is half the battle.

Matching Skills to Product Lifecycle

My approach also adapts based on the lifecycle stage of the product:

• Early-stage/Conceptualization: I prioritize TMP and domain experience. These hires help shape the product from the ground up.

• Go-to-market with Initial releases: I look for strong Outbound skills + Domain knowledge. These folks become our frontline evangelists.

• Mature products: When there's more time to ramp up on domain knowledge, I seek TMP + Outbound skills. Domain can be taught—mindset cannot.

You'll notice that my interview methods and tools shift depending on which combination of skills I'm targeting. That's by design. Additionally, the depth of expertise I expect across these three areas also depends on the level of the role.

The Power of Surprise

One of the most intriguing aspects of my approach is the introduction of an element of surprise. During interviews or practical exercises, I like to throw in something unexpected—just enough to see how candidates react. This element of surprise keeps the process engaging and reveals essential traits, such as adaptability and problem-solving under pressure, which are crucial for success in product management.

Final Thought

Product managers are not assembly-line hires. They're context-driven thinkers, connectors, and builders. No one interview script or training program can measure that. But with a sharp focus on these three pillars—and a healthy respect for trade-offs—you can build a team that grows into greatness.