First round with the COO was interesting and strategic - eg discussing why they're keen to move from sales-led to product-led growth. Second round with the CTO (/CPTO) was a series of methodology questions, and they had clear expectations of what a right and wrong answer looked like.
Interview questions included:
What format would you use for a user story?
When would you use Kanban Vs Scrum?
How do you apply lean principles?
Give an example of a time you've applied agile principles
Not questions that get to the heart of your ability to think about and manage a product (in my view), very focused on frameworks/methodologies, and quite junior questions for an SPM role.
I withdrew from the process after this interview as it was clear our ways of working weren't aligned. Additionally, the ambition (to move to a PLG model) would require experience that I don't have, as well as significant buy-in across the company.
