Lenny RAG MCP Server

{ "episode": { "guest": "Multiple guests (17 interview question contributors)", "expertise_tags": [ "Product Management", "Hiring", "Interview Questions", "Team Building", "Leadership", "Product Strategy" ], "summary": "This special compilation episode features 17 of Lenny's favorite interview questions shared by prominent product leaders including heads of product at Stripe, Ramp, Coda, Figma, Slack, Asana, Facebook, Adobe, Intercom, Notion, and other leading companies. The episode explores powerful interview techniques that reveal candidate authenticity, self-awareness, problem-solving approaches, resilience, and cultural fit. Questions range from behavioral inquiries about handling ambiguity and failure to thought experiments like the teleportation device framework, all designed to move beyond scripted answers and understand how candidates genuinely think and approach challenges.", "key_frameworks": [ "Eigenquestion framework (identifying core questions that drive decisions)", "Behavioral interviewing", "Thought experiments as interview tools", "Self-awareness and introspection evaluation", "Authenticity testing in interviews" ] }, "topics": [ { "id": "topic_1", "title": "Episode Introduction and Concept", "summary": "Lenny introduces the special compilation episode featuring 17 favorite interview questions from over 100 podcast guests. The episode is designed to help listeners prepare for interviews, improve their interview questions, or develop candidates.", "timestamp_start": "00:03", "timestamp_end": "00:47", "line_start": 1, "line_end": 2 }, { "id": "topic_2", "title": "Eeke De Miliano's Success Attribution Question", "summary": "Eeke De Miliano, former Head of Product at Retool and PM at Stripe, shares her favorite interview question: 'To what do you attribute your success?' This question aims to reveal self-awareness and curiosity by avoiding the easy answer of 'luck' and forcing candidates to reflect on why they are where they are.", "timestamp_start": "03:36", "timestamp_end": "03:58", "line_start": 13, "line_end": 14 }, { "id": "topic_3", "title": "Geoff Charles' Hardship Question", "summary": "Geoff Charles, Head of Product at Ramp, uses the question 'What's the hardest thing you've ever done?' to understand what difficulty means to candidates, why it was hard, how they overcame it, and how much agency they had in overcoming challenges.", "timestamp_start": "04:06", "timestamp_end": "04:31", "line_start": 19, "line_end": 20 }, { "id": "topic_4", "title": "Shishir Mehrotra's Eigenquestion Teleportation Framework", "summary": "Shishir Mehrotra, CEO of Coda, presents an innovative thought experiment interview question about a teleportation device. Candidates must ask only two questions to formulate a go-to-market plan. This reveals ability to identify core strategic questions, simplify complexity, and move from curiosity to action.", "timestamp_start": "04:56", "timestamp_end": "08:45", "line_start": 25, "line_end": 57 }, { "id": "topic_5", "title": "Yuhki Yamashita's Controversial Decision Question", "summary": "Yuhki Yamashita, Chief Product Officer at Figma and former Head of Design at Uber, asks candidates to describe a controversial product decision they were part of. This reveals ability to understand conflict, represent multiple perspectives, handle ambiguity, and communicate compelling narratives.", "timestamp_start": "08:53", "timestamp_end": "09:57", "line_start": 61, "line_end": 65 }, { "id": "topic_6", "title": "Proud Work Question (Katie Dill, Karri Saarinen, Camille Hearst)", "summary": "Three senior leaders—Katie Dill (Head of Design at Stripe), Karri Saarinen (CEO of Linear), and Camille Hearst (Product Leader at Spotify, former Patreon)—share the same favorite question: 'Tell me what work you are most proud of?' This question reveals taste, judgment, motivation, values, and what candidates view as good outcomes.", "timestamp_start": "10:12", "timestamp_end": "11:29", "line_start": 70, "line_end": 77 }, { "id": "topic_7", "title": "JZ's Ambiguity and Navigation Question", "summary": "Jiaona Zhang (JZ), Head of Product at Webflow and former Airbnb colleague, focuses on behavioral questions about how candidates navigate challenging and ambiguous situations. She looks for candidates who put structure and create a path forward through ambiguity, seek input from others, and define milestones to validate progress.", "timestamp_start": "11:35", "timestamp_end": "12:44", "line_start": 82, "line_end": 89 }, { "id": "topic_8", "title": "Noah Weiss' Unfair Secrets Question", "summary": "Noah Weiss, Chief Product Officer at Slack, asks 'What unfair secrets have you learned to improve the velocity and energy level of a product team?' This question reveals practical, hard-won knowledge that candidates have discovered through experience rather than media consumption.", "timestamp_start": "12:49", "timestamp_end": "13:11", "line_start": 94, "line_end": 95 }, { "id": "topic_9", "title": "Ben Williams' Growth and Diversity Questions", "summary": "Ben Williams, former VP of Product at Snyk, uses two questions: 'Fast forward three years, what's different about you then?' to assess humility and self-awareness around growth, and asks candidates 'Tell me about the diversity, equity, inclusion and belonging initiatives that you've recently personally been involved with?' to test value alignment.", "timestamp_start": "13:22", "timestamp_end": "14:42", "line_start": 100, "line_end": 107 }, { "id": "topic_10", "title": "Meltem Kuran Berkowitz's Sibling Perception Question", "summary": "Meltem Kuran Berkowitz, Head of Growth at Deel, asks 'What would your siblings say about you?' to reveal self-awareness and sincerity. She looks for humble, authentic answers that show candidates understand how others genuinely perceive them rather than idealized self-descriptions.", "timestamp_start": "14:48", "timestamp_end": "15:30", "line_start": 112, "line_end": 119 }, { "id": "topic_11", "title": "Paige Costello's Failure and Challenge Question", "summary": "Paige Costello, Co-Head of Product Management and Head of AI at Asana, asks 'Tell me about a time something went wrong. What was it? What did you do about it?' This evaluates how candidates perceive and discuss failures, revealing mindset and self-reflection abilities.", "timestamp_start": "15:36", "timestamp_end": "16:15", "line_start": 124, "line_end": 125 }, { "id": "topic_12", "title": "Nikhyl Singhal's Conventional Wisdom Question", "summary": "Nikhyl Singhal, VP of Product at Facebook, asks 'What's something that everyone takes for granted that you think is essentially hogwash or inaccurate?' This question breaks interview scripts and reveals authentic opinions, genuine thinking, and willingness to challenge conventional wisdom.", "timestamp_start": "16:25", "timestamp_end": "17:52", "line_start": 130, "line_end": 137 }, { "id": "topic_13", "title": "Ayo Omojola's Introspection Questions", "summary": "Ayo Omojola, Chief Product Officer at Carbon Health and former Product Lead at Square, asks about decisions that worked for unexpected reasons or good decisions that failed. These questions reveal introspection, learning ability, and how candidates incorporate lessons into future decision-making.", "timestamp_start": "18:01", "timestamp_end": "18:21", "line_start": 142, "line_end": 143 }, { "id": "topic_14", "title": "Scott Belsky's Introspection and Luck Questions", "summary": "Scott Belsky, Chief Strategy Officer at Adobe and former founder of Behance, asks candidates about limitations in how they work to test introspection, and whether they consider themselves lucky to assess comfort with privilege and humility.", "timestamp_start": "18:31", "timestamp_end": "19:18", "line_start": 148, "line_end": 152 }, { "id": "topic_15", "title": "Lauryn Isford's Impact Definition Question", "summary": "Lauryn Isford, Head of Growth at Notion and former Head of Growth at Airtable, asks 'Tell me about a time that you delivered something that was impactful.' This reveals how candidates define impact and demonstrates intrinsic motivation regarding business outcomes.", "timestamp_start": "19:26", "timestamp_end": "19:46", "line_start": 157, "line_end": 158 }, { "id": "topic_16", "title": "Paul Adams' Reference Call Strategy Question", "summary": "Paul Adams, Chief Product Officer at Intercom, shares a reference call question: 'What feedback will I be giving this person in their first performance review?' This question cannot be dodged and provides enlightening insights into candidate's actual strengths and weaknesses.", "timestamp_start": "20:00", "timestamp_end": "20:23", "line_start": 163, "line_end": 164 }, { "id": "topic_17", "title": "Episode Conclusion", "summary": "Lenny concludes the episode, thanks listeners, and invites feedback on whether to continue with similar compilation episodes in the future.", "timestamp_start": "20:23", "timestamp_end": "20:50", "line_start": 166, "line_end": 167 } ], "insights": [ { "id": "insight_1", "text": "Humble people will always say 'luck' when attributing their success. To differentiate, look for self-aware candidates who reflect on why they are where they are today.", "context": "Eeke's question reveals self-awareness and curiosity", "topic_id": "topic_2", "line_start": 13, "line_end": 14 }, { "id": "insight_2", "text": "Understanding what 'hard' means for candidates is crucial because the PM job itself is hard. Their definition and approach to overcoming difficulty predicts job performance.", "context": "Geoff explains why difficulty matters at Ramp", "topic_id": "topic_3", "line_start": 19, "line_end": 20 }, { "id": "insight_3", "text": "Sharp product managers identify 'Eigenquestions'—the one or two core questions that drive all other strategic considerations. This ability to simplify and prioritize is a key PM skill.", "context": "Shishir explains the framework through the teleportation example", "topic_id": "topic_4", "line_start": 35, "line_end": 51 }, { "id": "insight_4", "text": "Kids are naturally good at simplifying complex problems down to core questions. This is a skill adults actively remove from themselves through overthinking.", "context": "Shishir notes children excel at identifying Eigenquestions", "topic_id": "topic_4", "line_start": 50, "line_end": 56 }, { "id": "insight_5", "text": "Asking candidates 'What decision would knowing this allow you to make?' forces them to connect questions to actual strategic intent rather than asking superficial details.", "context": "Shishir explains why some answers get candidates rejected", "topic_id": "topic_4", "line_start": 50, "line_end": 56 }, { "id": "insight_6", "text": "Great product managers can take any product or situation and identify the core Eigenquestion driving it. This skill applies universally across all domains and contexts.", "context": "Shishir demonstrates with gas station placement example", "topic_id": "topic_4", "line_start": 56, "line_end": 57 }, { "id": "insight_7", "text": "Candidates who understand conflict, represent multiple perspectives fairly, and communicate why conflicts exist demonstrate strong decision-making ability and perspective-taking skills.", "context": "Yuhki's question reveals ability to handle controversial decisions", "topic_id": "topic_5", "line_start": 61, "line_end": 62 }, { "id": "insight_8", "text": "A great PM can cast a boring-sounding problem as compelling and existential, rallying teams around it. This ability to tell compelling stories is fundamental to the job.", "context": "Yuhki emphasizes storytelling and communication as core PM skills", "topic_id": "topic_5", "line_start": 64, "line_end": 65 }, { "id": "insight_9", "text": "Asking about work candidates are proud of reveals their taste, judgment, values, and where their natural gravity pulls them—what they're intrinsically motivated by.", "context": "Katie, Karri, and Camille all use this question for similar reasons", "topic_id": "topic_6", "line_start": 70, "line_end": 77 }, { "id": "insight_10", "text": "The PM job is fundamentally ambiguous. Good PMs don't panic in ambiguity—they put structure around it and create a clear path forward.", "context": "JZ emphasizes ambiguity handling as key PM skill", "topic_id": "topic_7", "line_start": 82, "line_end": 86 }, { "id": "insight_11", "text": "Candidates who actively seek input from others and then revisit decisions with learning demonstrates strong judgment. The chances of getting the path right the first time are rare.", "context": "JZ values candidates who seek input and adapt based on milestones", "topic_id": "topic_7", "line_start": 88, "line_end": 89 }, { "id": "insight_12", "text": "PMs should look for candidates who can identify small milestones that validate whether something is working, allowing for course correction rather than betting everything on one path.", "context": "JZ describes the importance of checkpoint milestones", "topic_id": "topic_7", "line_start": 88, "line_end": 89 }, { "id": "insight_13", "text": "People seeking 'unfair secrets' about team velocity reveals how candidates approach learning. They learn from lived experience and hard-won wisdom rather than media consumption.", "context": "Noah values practical knowledge over theoretical knowledge", "topic_id": "topic_8", "line_start": 94, "line_end": 95 }, { "id": "insight_14", "text": "When asking 'What's different about you in three years?', look for signals of self-awareness about growth areas. People comfortable discussing weaknesses demonstrate security and growth mindset.", "context": "Ben explains what his future-focused question reveals", "topic_id": "topic_9", "line_start": 100, "line_end": 101 }, { "id": "insight_15", "text": "Good PMs consistently ask 'why' like six-year-olds do—it's a signal of genuine curiosity about how the world works and what drives decisions.", "context": "Ben emphasizes curiosity as a key PM trait", "topic_id": "topic_9", "line_start": 104, "line_end": 104 }, { "id": "insight_16", "text": "Testing value alignment through questions about diversity, equity, inclusion, and belonging initiatives allows candidates to assess cultural fit early in the interview process.", "context": "Ben highlights this as a candidate question that tests alignment", "topic_id": "topic_9", "line_start": 107, "line_end": 107 }, { "id": "insight_17", "text": "What people think others think of them reveals self-awareness. Bullshit answers (overly positive, canned) show lack of humility; genuine, slightly unflattering answers show authentic self-knowledge.", "context": "Meltem explains how to distinguish sincere from insincere answers", "topic_id": "topic_10", "line_start": 118, "line_end": 119 }, { "id": "insight_18", "text": "How candidates discuss failure reveals their mindset and self-perception. Do they blame external factors or take responsibility? Do they learn and adjust?", "context": "Paige uses failure stories to evaluate thinking and mindset", "topic_id": "topic_11", "line_start": 124, "line_end": 125 }, { "id": "insight_19", "text": "The interview process often encourages scripted answers where candidates predict what interviewer wants to hear. This eliminates genuine thinking and can cause you to reject high-quality people.", "context": "Nikhyl explains why interview scripts hide authenticity", "topic_id": "topic_12", "line_start": 134, "line_end": 134 }, { "id": "insight_20", "text": "Questions that require genuine opinions cannot be faked. Asking what conventional wisdom candidates disagree with forces authenticity and breaks interview scripts.", "context": "Nikhyl's question prevents candidates from predicting 'right' answers", "topic_id": "topic_12", "line_start": 136, "line_end": 137 }, { "id": "insight_21", "text": "A person's ability to reflect on why decisions worked or failed, and incorporating those lessons into future decisions, is the core skill differentiating good from great operators.", "context": "Ayo's question gets at introspection and learning", "topic_id": "topic_13", "line_start": 142, "line_end": 143 }, { "id": "insight_22", "text": "Unexpected outcomes are more revealing than expected successes. When something works for the wrong reason, it shows how well someone understands causation and market dynamics.", "context": "Ayo asks about decisions that worked for unexpected reasons", "topic_id": "topic_13", "line_start": 142, "line_end": 143 }, { "id": "insight_23", "text": "When challenges arise, can candidates be open and introspective or do they blame and point fingers? This differentiates people who grow from those who stagnate.", "context": "Scott asks about work limitations to test introspection", "topic_id": "topic_14", "line_start": 148, "line_end": 149 }, { "id": "insight_24", "text": "Whether someone admits luck in their success reveals their security about their position. Comfortable people acknowledge luck and privilege; insecure people deny it and overattribute to personal effort.", "context": "Scott explains the 'luck' question differentiates secure from insecure leaders", "topic_id": "topic_14", "line_start": 151, "line_end": 152 }, { "id": "insight_25", "text": "Impact for growth practitioners should be intrinsically motivated by business outcomes, not vanity metrics. How candidates define and measure impact reveals their priorities.", "context": "Lauryn looks for candidates intrinsically motivated by business impact", "topic_id": "topic_15", "line_start": 157, "line_end": 158 }, { "id": "insight_26", "text": "In reference calls, asking 'What feedback will I be giving them in their first performance review?' cannot be dodged and bypasses the tendency of references to give only positive feedback.", "context": "Paul explains why this reference question is so effective", "topic_id": "topic_16", "line_start": 163, "line_end": 164 } ], "examples": [ { "id": "example_1", "explicit_text": "At Retool", "inferred_identity": "Eeke De Miliano", "confidence": 0.95, "tags": [ "Retool", "product management", "PM", "hiring" ], "lesson": "Use the success attribution question to reveal self-awareness and how candidates reflect on their career trajectory", "topic_id": "topic_2", "line_start": 13, "line_end": 14 }, { "id": "example_2", "explicit_text": "At Stripe", "inferred_identity": "Eeke De Miliano", "confidence": 0.95, "tags": [ "Stripe", "payments", "product management", "PM" ], "lesson": "PMs at scale understand that self-awareness and curiosity are predictor of success", "topic_id": "topic_2", "line_start": 13, "line_end": 14 }, { "id": "example_3", "explicit_text": "Working at Ramp is hard", "inferred_identity": "Ramp", "confidence": 0.98, "tags": [ "Ramp", "fintech", "product management", "challenging work", "PM" ], "lesson": "Understanding how candidates perceive and handle difficulty predicts their ability to thrive in high-pressure environments", "topic_id": "topic_3", "line_start": 19, "line_end": 20 }, { "id": "example_4", "explicit_text": "A group of scientists have invented a teleportation device. They've hired you to be their business counterpart, bring this to market", "inferred_identity": "Coda", "confidence": 0.95, "tags": [ "thought experiment", "Eigenquestion", "product strategy", "framework", "teleportation device", "go-to-market" ], "lesson": "Use low-stakes thought experiments to reveal how candidates identify core strategic questions and simplify complexity", "topic_id": "topic_4", "line_start": 26, "line_end": 32 }, { "id": "example_5", "explicit_text": "If it's safe enough for humans and they're very cheap to buy, but expensive to run... run them like human fax machines. You put them everywhere", "inferred_identity": "Coda / Shishir Mehrotra", "confidence": 0.98, "tags": [ "teleportation device", "product strategy", "quadrant framework", "pricing", "go-to-market", "Eigenquestion" ], "lesson": "Two core questions (safety, cost structure) create quadrants that determine entire business model and positioning strategy", "topic_id": "topic_4", "line_start": 41, "line_end": 41 }, { "id": "example_6", "explicit_text": "Very expensive to buy, but cheap to run, you'd probably have to place them very strategically, which case what you'd probably do is replace airports", "inferred_identity": "Coda / Shishir Mehrotra", "confidence": 0.98, "tags": [ "teleportation device", "product strategy", "infrastructure", "strategic placement", "airports" ], "lesson": "Cost structure (CapEx vs OpEx) determines both unit economics and distribution strategy", "topic_id": "topic_4", "line_start": 44, "line_end": 44 }, { "id": "example_7", "explicit_text": "I was just riding with my younger daughter, and she said, 'How come there's three gas stations in the same corner? Why do people do that?' That's a really insightful observation", "inferred_identity": "Shishir Mehrotra, Coda CEO", "confidence": 0.95, "tags": [ "gas stations", "location strategy", "market concentration", "Eigenquestion", "kids", "simplification" ], "lesson": "Children naturally identify Eigenquestions; this skill of finding core drivers applies to any industry or market dynamic", "topic_id": "topic_4", "line_start": 56, "line_end": 56 }, { "id": "example_8", "explicit_text": "At Figma and former Head of Design at Uber", "inferred_identity": "Yuhki Yamashita", "confidence": 0.98, "tags": [ "Figma", "Uber", "design", "product management", "CPO" ], "lesson": "Leaders who have navigated complex product decisions at scale use controversial decision questions to reveal decision-making frameworks", "topic_id": "topic_5", "line_start": 59, "line_end": 62 }, { "id": "example_9", "explicit_text": "Head of Design at Stripe", "inferred_identity": "Katie Dill", "confidence": 0.98, "tags": [ "Stripe", "design", "product management", "judgment", "taste" ], "lesson": "Design and product leaders understand that taste and judgment are central to hiring good team members", "topic_id": "topic_6", "line_start": 70, "line_end": 71 }, { "id": "example_10", "explicit_text": "CEO of Linear", "inferred_identity": "Karri Saarinen", "confidence": 0.98, "tags": [ "Linear", "developer tools", "CEO", "hiring", "values" ], "lesson": "Founders understand that what people are proud of reveals their values and intrinsic motivations", "topic_id": "topic_6", "line_start": 73, "line_end": 74 }, { "id": "example_11", "explicit_text": "Product Leader at Spotify, former Product Leader at Patreon", "inferred_identity": "Camille Hearst", "confidence": 0.95, "tags": [ "Spotify", "Patreon", "product management", "work ethic", "motivation" ], "lesson": "Leaders at scale understand that understanding what motivates people and what good looks like to them is essential for collaboration", "topic_id": "topic_6", "line_start": 76, "line_end": 77 }, { "id": "example_12", "explicit_text": "Head of Product at Webflow, former Airbnb colleague", "inferred_identity": "Jiaona Zhang (JZ)", "confidence": 0.98, "tags": [ "Webflow", "Airbnb", "product management", "ambiguity", "navigation" ], "lesson": "Experienced product leaders prioritize ability to navigate ambiguity as the core differentiator between good and great PMs", "topic_id": "topic_7", "line_start": 82, "line_end": 89 }, { "id": "example_13", "explicit_text": "Chief Product Officer at Slack", "inferred_identity": "Noah Weiss", "confidence": 0.98, "tags": [ "Slack", "workplace software", "CPO", "team dynamics", "velocity" ], "lesson": "Leaders at mature scale understand that hard-won wisdom about team velocity is more valuable than theoretical knowledge", "topic_id": "topic_8", "line_start": 94, "line_end": 95 }, { "id": "example_14", "explicit_text": "Former VP of Product at Snyk and now an advisor to product-led growth startups", "inferred_identity": "Ben Williams", "confidence": 0.98, "tags": [ "Snyk", "security", "product-led growth", "VP Product", "advisor" ], "lesson": "Experienced advisors understand that growth practitioners need to demonstrate humility about their development areas", "topic_id": "topic_9", "line_start": 100, "line_end": 107 }, { "id": "example_15", "explicit_text": "My six-year-old son", "inferred_identity": "Ben Williams", "confidence": 0.8, "tags": [ "curiosity", "asking why", "children", "product management" ], "lesson": "Good PMs maintain the persistent curiosity of young children, constantly asking why to understand root causes", "topic_id": "topic_9", "line_start": 104, "line_end": 104 }, { "id": "example_16", "explicit_text": "Head of Growth and a very early employee at Deel", "inferred_identity": "Meltem Kuran Berkowitz", "confidence": 0.98, "tags": [ "Deel", "growth", "hiring", "early stage", "self-awareness" ], "lesson": "Early employees at scale-ups develop intuition about self-awareness through hiring many people and observing their growth", "topic_id": "topic_10", "line_start": 112, "line_end": 119 }, { "id": "example_17", "explicit_text": "Co-Head of Product Management and also Head of AI at Asana", "inferred_identity": "Paige Costello", "confidence": 0.98, "tags": [ "Asana", "product management", "AI", "failure", "resilience" ], "lesson": "Product leaders at enterprise scale prioritize resilience in face of failure as core hiring criteria", "topic_id": "topic_11", "line_start": 124, "line_end": 125 }, { "id": "example_18", "explicit_text": "VP of Product at Facebook", "inferred_identity": "Nikhyl Singhal", "confidence": 0.98, "tags": [ "Facebook", "Meta", "VP Product", "authenticity", "conventional wisdom" ], "lesson": "Leaders at mega-scale tech companies understand that interview scripts create information asymmetry where interviewers hire candidates who are good at predicting 'right' answers rather than genuinely smart people", "topic_id": "topic_12", "line_start": 130, "line_end": 137 }, { "id": "example_19", "explicit_text": "Managed hundreds of people in your career", "inferred_identity": "Nikhyl Singhal, Facebook", "confidence": 0.95, "tags": [ "management", "conventional wisdom", "experience", "patterns" ], "lesson": "Managers with extensive experience have learned which common management beliefs are actually inaccurate, revealing deeper judgment", "topic_id": "topic_12", "line_start": 131, "line_end": 131 }, { "id": "example_20", "explicit_text": "Chief Product Officer at Carbon Health, former Product Lead at Square, and also a former founder", "inferred_identity": "Ayo Omojola", "confidence": 0.98, "tags": [ "Carbon Health", "healthcare", "Square", "founder", "introspection" ], "lesson": "Founders and scale leaders understand that learning from both successes and failures, and incorporating that into decision-making models, is the core skill of great operators", "topic_id": "topic_13", "line_start": 142, "line_end": 143 }, { "id": "example_21", "explicit_text": "Chief Strategy Officer at Adobe, former Chief Product Officer of Adobe, also former Founder of Behance", "inferred_identity": "Scott Belsky", "confidence": 0.98, "tags": [ "Adobe", "Behance", "founder", "strategy", "introspection" ], "lesson": "Serial entrepreneurs understand that introspection about personal limitations is indicator of growth mindset", "topic_id": "topic_14", "line_start": 148, "line_end": 152 }, { "id": "example_22", "explicit_text": "Head of Growth at Notion, former Head of Growth at Airtable", "inferred_identity": "Lauryn Isford", "confidence": 0.98, "tags": [ "Notion", "Airtable", "growth", "impact", "metrics" ], "lesson": "Growth leaders across scale-up and enterprise companies prioritize understanding how candidates define and measure impact", "topic_id": "topic_15", "line_start": 157, "line_end": 158 }, { "id": "example_23", "explicit_text": "Chief Product Officer at Intercom", "inferred_identity": "Paul Adams", "confidence": 0.98, "tags": [ "Intercom", "CPO", "hiring", "reference calls", "feedback" ], "lesson": "Experienced CPOs understand that reference checks are more revealing when you ask for specific forward-looking feedback rather than general assessments", "topic_id": "topic_16", "line_start": 163, "line_end": 164 } ] }