In a Competitive Market, Make Your Next PM Role the Right One

In product, we do a lot of research and discovery, and as a Product Manager looking for a new role, you should approach your search the same way. The market is tight, jobs are sparse, and it’s very easy to overlook red flags when you’ve been searching for months to land your next role.

Just over a year ago, I found myself navigating in this competitive job market. I feel incredibly fortunate to have secured the role I’m in now, but the journey to finding the right fit—and my experiences in my current and previous roles—have highlighted how crucial it is to ask the right questions upfront. Leaving a unicorn for a startup that ultimately failed, joining a company where I had the best product experience of my career only to be laid off, and navigating the rollercoaster of today’s market have all informed the questions I ask now.

Here are some questions that I like to have the answers to before I make a decision about a company. I originally put this list together to help a few friends in my network as it’s all too easy to let desperation cloud our judgment and overlook red flags when an offer finally comes. I realized these questions might be valuable to others facing similar challenges, so I’m sharing them with the class.

Company culture is more than a buzzword—it’s the environment that shapes your daily experience and long-term success. Having seen both thriving and challenging cultures, I know firsthand how impactful it can be.

Core Values and Culture Alignment:

• What are the company’s core values, and how do they show up in daily operations?
• How does the leadership team prioritize work-life balance, employee well-being, and professional growth?
• How does the company handle failure and setbacks? Is there a learning-oriented culture or a blame-focused one?
• Are there signs of burnout, high turnover, or unaddressed employee concerns?

Cross-Functional Collaboration:

• How does the product team collaborate with other departments like engineering, marketing, and sales? Are there silos?
• Is product management seen as a strategic partner, or are they treated as order-takers for other teams?
• What role does the product team play in shaping company-wide decisions, and how are they perceived by leadership and peers?

The C-Suite’s perspective on product management sets the tone for everything. When leadership truly values product-led growth, it empowers product teams to make strategic, customer-centered decisions that drive real results.

Strategic Product Vision:

• How well does the C-Suite understand product management and its strategic importance?
• Is there a commitment to product-led growth? How does the leadership integrate customer feedback, data, and innovation into the product roadmap?
• How involved is the leadership team in product decisions? Are they empowering the product team or driving top-down directives?

Decision-Making Power:

• Does the product team have autonomy in setting the product roadmap, or is it heavily influenced by other departments like sales or investors?
• What’s the balance between short-term revenue targets and long-term product innovation?

Financial health isn’t just about funding—it’s a measure of a company’s resilience and commitment to growth. A solid financial foundation supports product innovation and job security, two things I’ve come to value in today’s unpredictable market.

Company Financials and Runway:

• How well-funded is the company, and what’s the current financial runway? Are there clear plans for future investment?
• What is the current focus of the company—growth at all costs, profitability, or maintaining a balanced approach?
• How transparent is the company about its financial health and growth plans?

Investment in Product:

• How much does the company invest in building and maintaining the product team and infrastructure?
• Are resources allocated for innovation, or is the team mostly focused on maintaining the status quo?
• What is the company’s risk tolerance? Are there plans to invest in new product features or strategic pivots if needed?

The structure and leadership of a product team shape everything from collaboration to career growth. I’ve experienced firsthand how a lack of clarity in these areas can turn a strategic role into one of mere order-taking. A well-supported team with strong leadership can make all the difference in whether you feel empowered or sidelined.

Product Team Structure:

• How is the product team organized? Do they have the necessary resources and support to drive innovation?
• Is the team well-balanced in terms of skill sets (e.g., UX, data analysis, development), or are there significant gaps?
• How involved are senior leaders in mentoring and developing product managers? Are there clear growth paths within the team?

Role in Innovation and Strategy:

• How much influence does the product team have in driving innovation versus executing established strategies?
• How is the product team measured for success? Are they judged on user outcomes, business KPIs, or something else?
• How often does the product team engage directly with customers, and how is feedback incorporated into development?

Having worked at companies ranging from pre-seed to an enterprise unicorn, I know that each stage brings its own unique challenges and priorities. Here are the questions I ask to understand how well-aligned a company’s goals, resources, and culture are with its growth phase.

Pre-Seed/Seed:

• How clear is the path to product-market fit, and what validation has been done so far?
• How does the company balance short-term needs with long-term vision at this stage?
• What’s the biggest risk the company is facing, and how does the leadership plan to mitigate it?

Startup (Series A):

• How does the leadership see the product evolving as the company grows? What immediate challenges need to be solved?
• How does the product team handle growth-related issues like scaling infrastructure, onboarding new customers, or increasing demand?
• How closely aligned is the company’s financial health with its ability to support a growing product team?

Mid-Market (Series B/C):

• What are the biggest challenges the company faces in scaling its product offering?
• How does the roadmap adapt to market needs?
• How does the company prioritize competing demands from sales, customer success, and product teams?
• How is culture maintained as the company grows—are there signs of disconnect between departments or growing silos?

Enterprise (1000+ Employees):

• How does the company ensure that the product team remains innovative at scale?
• How does leadership manage legacy products versus new features or products?
• How agile is the product team? Does the size of the company create unnecessary bureaucracy that slows down innovation?

These are just some questions that have helped me make better choices in my career, and I hope they’re helpful for you too. With the sheer amount of interview stages PM’s go through, by the time an offer is made you should be able to answer most of these questions.

Was this useful? Do you have other questions you always ask or try to find answers for before accepting a new role? Drop your thoughts in the comments—I’d love to hear what’s on your list!