I'm looking for recommendations on improving my hair, skin, and nails. I'm interested in things like collagen powders, vitamins, or supplements that have made a noticeable difference for you.
Hi everyone,
Today I got an unexpected Apple Account sign-in requested notification on my iPhone. I wasn’t trying to sign in on any device. The notification showed a map that looked like it was somewhere in Mexico and asked me to approve the sign-in.
I tapped Don’t Allow right away and immediately changed my Apple Account password.
After that, I checked my account:
- All trusted devices are mine.
- My trusted phone number and email are correct.
- I don’t see any unknown devices signed in.
- My iPhone doesn’t show any compromised passwords.
Does this mean someone actually hacked my phone or Apple Account? Is there anything else I should check?
Thanks 🙏🏾
I feel like my current interview answers are too generic and mostly summarize my resume rather than explaining why I’m uniquely a strong fit.
For example:
"I believe I'm a strong fit for this Staff PM role because I have 10 years of Product Management experience, including setting vision, defining strategy, and building roadmaps across [Company 1] and [Company 2]. These experiences align well with this role. I'm also excited about building the next decade of my career at [Company] because of the culture, customer impact, and opportunity to contribute."
How do senior and staff PMs approach this question? What makes an answer stand out?
tech program/product managers with a decade experience can potentially get the role?
I'm a 29F, and I've been unemployed for the past year and a half. Before that, I had an eight-year career. It had its ups and downs, but I always had a job, could pay my bills, and had some stability.
Now, I've been searching for a job very seriously for over a year and a half. I'm single, I don't have anyone supporting me financially, and I'm living abroad. I'm using my savings to pay my rent and cover my expenses.
During this time, I've become much more spiritual. I was always spiritual, but after losing my job in early 2025, I decided to look at it as an opportunity. I told myself I'd use this time to grow, learn, and deepen my spiritual practice before the next opportunity came along.
For the past year and a half, I've been doing sadhana every single day often around two hours a day. I've taken sankalpas, performed rituals, prayed sincerely, and cried my heart out to my deity asking for guidance and a job. I stayed disciplined and never treated any of it casually.
But nothing has changed yet. I'm still unemployed, and my savings are slowly running out.
The hardest part is that I haven't told my parents or most people around me. They still think I'm working. I carry this burden by myself every day.
I've also consulted a couple of astrologers. One said my current dasha isn't favorable but that things should improve after August. Another said 2027 is when I will get a job, although he also mentioned I may find something toward the end of 2026.
At this point, I honestly don't know what to think.
I keep wondering: Is this simply a matter of timing? Can sincere prayers, rituals, and sadhana change or soften the effects of an unfavorable dasha? Or are there certain karmic periods that simply have to run their course no matter how much spiritual practice you do?
For example, my natural way of explaining a decision is something like this: "I postponed the launch by 2 weeks to address the remaining edge cases and polish user interface"
But someone told me to say it like this: "I evaluated the impact of delaying vs shipping as is - but the potential brand damage outweighed the benefit of launching on time, so I decided to delay the launch by 2 weeks"
How do I go from my natural way of explaining to the preferred way of explaining and communicating at work?
I believe I need to read more targeted material if I want to start communicating this way.
If that's true, what kinds of books or other resources would you recommend?
My thinking is that the more you read high-quality material, the more it influences the way you think, frame ideas, and communicate.
Any advice would be appreciated.
Thank you
For example, here's what I wrote for a recent Product Operations Manager role:
>I'm really excited about this Product Operations Manager role because it gives me the opportunity to work within the AI organization. Although I've worked as a Product Manager for many years, this role would allow me to work in a full-fledged AI organization and better understand the challenges AI engineers and product teams face. Having worked closely with both Product Management and Product Operations in my current role, I believe I can empathize with both teams, remove roadblocks, and help them operate more effectively. I also believe my combination of a technical background and years of product management experience would allow me to add value in this role.
Does this sound like the right approach, or is there a better way to write these blurbs?
What do you usually include that isn't already reflected on your resume?
I’m a PM at a mid-size company and I use AI everyday (mostly Claude) for things like brainstorming, market and customer research, writing requirements, organizing thoughts, and light UX mockups.
That said, I still feel pretty early in my AI maturity and want to go deeper.
I’d love to hear how other PMs are actually using AI in their workflows:
• What tools are you using beyond Claude (if any)?
• How are you leveraging AI across the product lifecycle (discovery, requirements, design, delivery, etc.)?
• Are you using it to collaborate with designers/devs in a meaningful way? If so, how?
• How are you using AI for stakeholder communication or storytelling? (updates, strategy docs, reporting up the org)
• Any workflows, prompts, or setups that have genuinely made you more effective?
I’m especially interested in practical, real world usage vs. theoretical possibilities.
Would appreciate any examples or specific use cases!
I've been laid off for a little over a year now and have been struggling to find a PM role. I've had interviews, made it to a few final loops, but for different reasons I still don't have an offer.
Over the past year, I've spent most of my time improving my behavioral stories and storytelling. I have about seven broad stories from my previous PM experience, and I've been continuously refining the narratives, restructuring them, and improving how I communicate them. It took a lot longer than I expected, but I feel like I've reached the point where I'm just losing focus. I'm honestly getting bored of working on the same stories over and over again.
I know I could jump on the AI train and spend my time learning every new AI tool that comes out. I do believe AI is important, but I'm not completely buying into all the hype. As a PM, I see my value primarily in making good decisions, communicating ideas, influencing stakeholders, and solving user/business problems, not necessarily in writing code or constantly tinkering with AI tools.
At this point, I just want to use my time wisely. I still want to improve my communication and strategic thinking, but I'm not sure what I should be focusing on anymore.
I recently spoke with a Principal PM, and they mentioned that vibe coding is an important skill for PMs. Their advice was to learn how to use LLMs to build prototypes, write code through prompting, and create simple agents. They also suggested sharing these experiences in interviews.
The challenge for me is that I don't have many opportunities to do this in my current role, so I'm trying to understand whether this is something most PMs are actually doing or if it depends on the company or team.
For those of you working as PMs:
I'm trying to understand whether this is becoming a standard expectation across the industry or if it varies significantly by company and role.
Hey Product Managers,
One of the products in my domain is underperforming. After doing a deep dive into the product metrics and speaking with several customers, I realized that the product provides customers with confidence and peace of mind when evaluating oppurtunities. However, the value it provides is more emotional than directly influencing decision-making.
The challenge is that my product's value proposition and my company's broader value proposition is centered around providing insights that support customer decision-making. While this emotional value is important, I'm not sure it's enough on its own to justify significant investment, especially given other competing priorities.
I now want to better understand the size and impact of this opportunity. So far, I've only interviewed 5–6 customers. I'm considering sending a survey to two target customer segments to quantify demand and understand how they're solving this problem today, including whether they're using external tools.
Does a survey sound like the right next step? Or are there other approaches you would recommend to better validate the magnitude of this opportunity before deciding whether to invest?
Happy to provide more context if that would be helpful.
In my most recent interviews, I shared a story and explained how I identified the problem. In the follow-up, the interviewer said that this sounds like the problem was already defined for me, and I did not “identify” it myself.
I word in a B2B SaaS company, and in my company, one way I identify customer problems is through Aha ideas portal. In this system, problems are submitted by Sales, Customer Success, or any one from the company. These ideas are then voted on over time, and the ones with the highest votes become a starting point for prioritization.
From there, I do my own customer research and market research to validate whether this is a problem worth solving. I also speak with customers and Sales teams to understand the context better. During these conversations, I often uncover additional pain points and nuances related to the original problem.
So what I’m trying to clarify is: in my context, problem identification involves taking an already surfaced problem signal, validating it, and deeply refining it through customer conversations, usage data, and market insights to define what is actually worth solving.
However, my approach to problem identification might have sounded too simple or straightforward for Amazon L6 interview expectations. How does customer problem identification typically work at Amazon?
In my current role as a B2B PM, my approach usually involves looking at product metrics, interview ~10 customers, talk to sales and CS, build prototypes to get feedback and validation or a small MVP.
I curious to know how the below areas are approached in B2C products with millions of users.
Hello,
I recently received a Google Product Manager interview opportunity, and I’m thinking about the best way to prepare. One straightforward approach would be to research the Google PM interview process and follow a structured preparation plan. I followed a similar path last year for Meta, where I prepared independently, but I don’t think my approach was as effective as it could have been.
This time, I’m considering working with an interview coach to understand the right frameworks, expectations, and approaches upfront. My thought is to use that guidance as a foundation, then continue practicing, refining my approach, and using peer mock interviews as opportunities to improve.
The question I’m trying to decide is whether I should first practice a few mock interviews and develop some baseline experience before working with a coach, or whether I should work with a coach from the beginning to build the right approach before I start practicing extensively. What would be the most cost effective sequence?
Thank you
Hello,
I recently received a Google Product Manager interview opportunity, and I’m thinking about the best way to prepare. One straightforward approach would be to research the Google PM interview process and follow a structured preparation plan. I followed a similar path last year for Meta, where I prepared independently, but I don’t think my approach was as effective as it could have been.
This time, I’m considering working with an interview coach to understand the right frameworks, expectations, and approaches upfront. My thought is to use that guidance as a foundation, then continue practicing, refining my approach, and using peer mock interviews as opportunities to improve.
The question I’m trying to decide is whether I should first practice a few mock interviews and develop some baseline experience before working with a coach, or whether I should work with a coach from the beginning to build the right approach before I start practicing extensively. What would be the most cost effective sequence?
Thank you
Can I please get some recommendations for high quality Bhasma and Frankincense/loban dhoop for puja in the USA?
Can I please get some recommendations for high quality Bhasma and Frankincense/loban dhoop for puja in the USA?
I want to understand the mental model for approaching strategy problems.
For example, imagine the question is: “What should Google work on next?”
When I think about that question, I see two possible paths.
One approach is to stay within Google’s existing product portfolio and identify where additional investment could create the most value. For example, I might evaluate products like YouTube, Search, or Maps and determine which area has the greatest opportunity for growth or impact.
The other approach is to start from the broader market landscape and identify emerging trends, unmet customer needs, or new markets where Google could play a meaningful role, even if those opportunities fall outside its current product boundaries.
In a recent exercise, I chose the first path. I narrowed the scope to Google’s existing products, evaluated a few opportunities, selected YouTube, and then explored where additional investment could drive the most value.
This got me thinking about strategy more broadly. I understand that strategy is often a creative exercise and that there isn’t a single correct answer. However, I’m curious whether there is a general mental model or framework that strong product leaders use when approaching strategy problems.
How do you decide where to start, how to frame the problem, and how to evaluate the different paths available?
For my upcoming interviews, I think my biggest gap right now is not the stories themselves but how I tell them.
I have strong stories with solid examples, but the storytelling is where I'm falling flat.
For example, when someone asks me about a 0-to-1 product I worked on, my natural instinct is to walk through the entire journey from start to finish. I end up telling a timeline of events rather than organizing the story around the key decisions I made, the trade-offs I considered, and the judgment I used.
I think I have this same issue across many of my stories, not just the 0-to-1 examples.
The challenge is that I have interviews coming up in the next two weeks. My stories are already prepared, but many of them still sound like a sequence of events rather than decision-driven narratives. I tried using Claude, but the responses do not sound 'human'.
What's the best way to fix this in a short period of time?
Should I work with a coach to help reframe the stories, or are there other approaches that have worked for people? I'm looking for ideas because this feels like the main thing holding me back right now.
I came across the following question: "What data do you have to de-risk your hypothesis from being wrong?"
I had to read it a few times before I fully understood what the author was asking.
Then I put it into ChatGPT, and it rephrased it as:
"What evidence do you have that makes you confident your assumption is correct?"
I understood that version almost immediately.
The interesting thing is that both statements are basically asking the same thing, but one took me a few passes (I'm ESL) to process while the other clicked right away.
This made me wonder whether I have a gap when it comes to business language, executive communication, or the way experienced product leaders communicate ideas.
Have others run into this?
If so, how did you get better at translating business language, strategy language, and executive-level communication into concepts that you can quickly understand and use yourself?
Is it simply a matter of exposure over time, reading more strategy and product content, or is there a more intentional way to develop this skill?
Curious how others think about this.