Interview prep
Interview preparation for a PM round: the questions this company and this role are likely to ask, your own experience mapped to them as stories rather than claims, and a practice round with an interviewer who tells you afterwards what was weak.
- Asks for
- The role — the advert, or the company and title
- Your background: your CV, your LinkedIn, or just what you have done
- Anything you know about the process or the interviewers
- Gives back
- The questions this role and company are likely to ask
- Your own experience mapped to them as stories, with the numbers
- The questions you have no story for, named
- A practice round, and honest feedback on how you answered
- Plan
- Pro and Max
- Use next
- CV maker, Personal development plan
What it gives you
"Tell me about a time you killed something you had built." Your story: the parallel spreadsheet feature, Q2. 6 weeks in, 40 users, 4 active. You stopped it and moved the two engineers. Lead with the decision, not the context. The number that lands is 4 of 40. "How do you decide what not to do?" No story. You have prioritised, but not an example of a public no. Closest: the Q3 roadmap where enterprise sync was cut. Weak; practise it.
How it works
PM interviews fail on retrieval rather than knowledge. You have done the work, and in the room you cannot find the example, so you answer in generalities — and generalities are what every unprepared candidate says. The fix is to have the stories ready and attached to the questions they answer.
So it reads the role and your background, works out what they are likely to probe, and maps your actual experience onto it: this question, that project, this number. Where you have no story for a likely question, it says so, which is the most useful line in the output — you still have a week, and a gap you know about is a gap you can work around.
Then it practises. One interviewer, the PM round, asking as that company would, following up where your answer was thin. The feedback afterwards is about the answering: where you described a situation and never said what you did, where the number was missing, where you took four minutes to reach the point.
Who it is for
A PM with an interview in the diary who would rather find the weak answers this week than in the room.
Where it stops
It prepares you for the PM round with one interviewer — it is not a loop simulator, and it does not cover technical, system-design or case-study rounds in depth. It also cannot know what this particular panel is like; it reasons from the role and the company, which is better than nothing and not inside knowledge.
Questions people ask
What does it need to know about the job?
The advert if you have it, or the company and the title. The advert is much better: the language a company uses about the role tells you what they will probe, and a job description that mentions stakeholder management four times is telling you which round will be hardest. Your CV or LinkedIn on top of that is what lets it map your actual experience to the likely questions rather than giving generic advice.
What kind of practice does it do?
One interviewer running a PM round, asking in the register that company would use, and following up where an answer is thin rather than moving politely on. Afterwards you get feedback on the answering itself: where you described a situation without saying what you personally did, where a number was missing, where the point arrived too late. That is usually more useful than the content advice.
What if I have no story for a question?
It says so, by name, and that is the point of running this a week early rather than the night before. A question you have no example for is either something to prepare a closest-fit answer for, or something to be honest about in the room — both of which are survivable. Discovering it mid-interview is not, and most candidates discover it there.
Run it on your own work
Interview prep needs an account, because it writes against what you give it and remembers what you have told it before. It is part of Pro and Max. Or see what the plans cost first.