I have spent a lot of time trying to find the right product management candidates. As the company grew, the team expanded with it, and each new role brought a fresh wave of applications. On paper, many looked like a great fit. But in conversation, I often discovered they were used to doing product management in a very different way from what I was looking for. Those first few hires took a lot of effort. I needed to find a way to be more efficient.
Over time, I developed a ritual for the first interview with any product management candidate. Instead of asking questions like “What would you do with a million Ping-Pong balls?” which might lead to entertaining answers but not much insight, I began asking the same three questions every time. The HR representatives and Product Managers who joined me in interviews often knew exactly what was coming.
These questions were designed to uncover a candidate’s passion for products, their sense of usability, and how they make trade-offs between features. I wanted to know whether they could dream big or focus on detail. Could they connect the dots and articulate a vision?
The first question was: “What is your absolute dream car and why?” I was working in the automotive industry, and while I knew not everyone shared my enthusiasm for cars, it was always interesting to see how people responded to such a seemingly random question. It often led to fun answers and good conversations. Occasionally, someone would say, “I do not like cars. I just work in automotive because it pays the bills.” That usually ended the conversation within five minutes.
The second question shifted gears: “What kind of phone do you have and why?” This one sparked plenty of opinions. Candidates with a technical fascination often chose Android, while those more focused on usability and design leaned towards Apple.
Like with the dream car, there were no right or wrong answers. But the curiosity on their faces would grow. Where is this guy going with this? Some would say they did not care about features, or that they bought the phone because their partner recommended it. I understand that not everyone obsesses over their phone, but I do expect a Product Manager to have an opinion about a product, its features, and a clear reason for choosing one thing over another. That kind of answer was also a dead end.
The third question brought it all together: “If five years from now you are driving your dream car, and you’ve got the latest smartphone with the newest software, what connected car functionality would you like to use?” This was the moment where things clicked or did not. For candidates who were alert, it was a chance to connect the dots. For others, it brought stress. Three seemingly random questions suddenly became a test of preparation. They were applying for a role in the telematics industry, and I expected them to be ready to talk about it. It showed me whether they could think on their feet, handle a bit of pressure, and enjoy the exploration.
This consistent approach helped me compare candidates more effectively and select those who were truly fit for the role. More importantly, it turned interviews into moments of genuine discovery. Each conversation offered a glimpse into how people think, what they care about, and how they connect ideas.
Over time, I began to notice patterns. The candidates who lit up during these questions were often the ones who thrived in the role. They did not just answer. They explored, connected, and challenged. Some even came back later and told me they had never enjoyed an interview so much. It reminded me that hiring is not only about filtering. It is also about creating space for people to show how they think.
I learned to trust my instincts more. When someone gave a flat answer or seemed disengaged, I rarely felt excited about moving forward. I never hired anyone I was not genuinely enthusiastic about. Still, those moments taught me to listen closely. When someone surprised me with an unexpected take or a sharp observation, I paid attention. That kind of response often signalled creativity, confidence, or a fresh perspective.
This ritual became more than just a hiring tool. It became a way to stay close to the craft, to keep my own curiosity alive, and to make sure that every new hire brought something unique to the team.
I remain deeply grateful to the many talented individuals who have worked with me in product management over the years. Their curiosity, drive, and creativity continue to shape how I think about the craft and what I look for in the next generation of product leaders.
Part of the DNA Insights woven through the book The DNA of a Product Manager.
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