What product leaders say is changing, and worked questions that help you practise the judgment behind it. Start with product management. Free, no-login practice; no AI scoring.
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Our reading of the sources, not a hiring survey: when AI makes product artifacts cheap to produce, the harder work shifts to deciding what should exist, defining good, checking evidence and getting people to act.
Teresa Torres is building tools that synthesize customer interviews, yet says, “We want to scaffold cross-interview synthesis, not do it for you.” (Teresa Torres, Product Talk, opens the source) That is more useful than a blanket instruction to either trust AI or avoid it. A strong product answer can use the draft and still trace a claim to its source, notice what disappeared, and explain what new customer evidence would change the decision.
Figma’s David Kossnick puts the shift bluntly:
His point is not that thinking has become optional. It is that a working experiment can reveal what a model can actually do before a team commits. Our interview translation: don’t only describe the feature. Explain the smallest prototype that would test your riskiest assumption, and what would make you stop.
Figma’s Yuhki Yamashita describes AI summaries that came back as unhelpful bullets and templates no better than making one by hand, and draws the lesson: “With AI, PMs and everyone else on the team need to really own quality.” (Yuhki Yamashita, Creator Economy (Peter Yang), opens the source) Owning quality is more specific than having taste. It means deciding which errors matter most to the person using the product, testing where it is likely to fail, and planning what happens when it does.
Asked what OpenAI looks for in product managers, Kevin Weil said “high agency is something that we really look for.” (Kevin Weil, Lenny’s Podcast, opens the source) He was describing one company’s hiring, alongside comfort with ambiguity, speed and influence. Julie Zhuo, writing about managing AI, gives a reason the skill lasts: “The headcount shrinks, but the need to manage work doesn’t.” (Julie Zhuo, The Looking Glass, opens the source) Agency is not acting alone. It is starting a bounded next step, bringing the people who own the risk with you, and naming who decides.
When leaders disagree about whether customers would use a spreadsheet, a legacy tool or an LLM, they are not arguing over a minor detail. As April Dunford notes, “positioning against a spreadsheet is nothing like positioning against Claude” (April Dunford, Churn.fm, episode 308, opens the source). Our lesson is to find out what buyers actually compare before polishing the message, then choose a differentiated product bet.
The quotes are what each person said in the linked source, in their role at the time. The interview advice around them is ours. This is an editorial reading of six public sources, not a representative hiring survey, and no quoted person endorses this site.
Each quote is checked against the publisher’s text or, for audio, our own transcription of the official recording, kept only where two separate speech-to-text models agree on every quoted word. None has been checked by a person listening.