Interview Guide for

Product Strategist

Comprehensive and insightful interview guides are essential for identifying top Product Strategist talent. This guide provides a structured approach to assessing candidates' strategic thinking, product vision, analytical abilities, and collaboration skills, helping you make informed hiring decisions for this critical role that bridges business objectives with product innovation.

How to Use This Guide

This interview guide serves as your roadmap to consistently evaluate Product Strategist candidates across your organization. Yardstick has designed this template to help you identify individuals who can drive product strategy with vision and analytical rigor.

Customize for Your Needs: Adapt questions and competencies to reflect your company's specific industry, product portfolio, and strategic challenges.
Maintain Consistency: Use the same structured approach with all candidates to ensure fair comparisons and reduce bias in your hiring decisions.
Focus on Behaviors: Pay attention to candidates' past experiences and accomplishments, which are better predictors of future performance than hypothetical situations.
Score Independently: Have each interviewer complete their scorecard before discussing candidates to prevent group influence and capture diverse perspectives.
Use Follow-up Questions: Dig deeper with the provided follow-up questions to get beyond rehearsed answers and understand the candidate's true capabilities.
Analyze Patterns: Look for consistent themes across interviews to get a comprehensive view of the candidate's strengths and potential growth areas.

For more guidance, check out Yardstick's resources on designing your hiring process and using structured interviews.

Job Description

Product Strategist

About [Company]

[Company] is a leading [industry] organization focused on delivering innovative solutions to our customers. We're passionate about creating products that make a meaningful impact and solve real customer problems.

The Role

As a Product Strategist at [Company], you'll play a critical role in shaping our product vision and roadmap. You'll collaborate with cross-functional teams to identify market opportunities, define product strategies, and ensure our offerings align with both customer needs and business objectives. This role sits at the intersection of business, technology, and user experience, requiring someone who can translate complex data into clear strategic direction.

Key Responsibilities

Conduct market research and competitive analysis to identify product opportunities and threats
Define product vision, strategy, and roadmaps that align with company goals
Analyze market trends, customer feedback, and industry developments to inform product decisions
Collaborate with cross-functional teams to translate strategy into executable plans
Prioritize product features and initiatives based on strategic value and market needs
Develop business cases and value propositions for new product initiatives
Monitor and analyze product performance metrics to inform strategic decisions
Present strategic recommendations to leadership and stakeholders
Stay current on emerging technologies and market trends in the [industry] space

What We're Looking For

5+ years of experience in product strategy, product management, or related fields
Demonstrated ability to develop successful product strategies and roadmaps
Strong analytical skills with experience using data to drive strategic decisions
Excellent communication skills with the ability to articulate complex ideas to diverse audiences
Experience working with cross-functional teams in a collaborative environment
Strategic thinker with the ability to balance short-term needs with long-term vision
Experience in [industry] preferred but not required
Bachelor's degree in Business, Marketing, Engineering, or related field (or equivalent experience)

Why Join [Company]

At [Company], we're building products that transform how our customers work. You'll join a team of passionate professionals who value innovation, collaboration, and making an impact. We offer:

Competitive compensation package: [Pay Range]
Comprehensive benefits including health insurance, retirement plan, and generous PTO
Professional development opportunities and a culture of continuous learning
Flexible work arrangements in [Location]
The chance to shape products used by customers around the world

Hiring Process

We've designed a streamlined interview process to respect your time while ensuring we both make the right decision:

Initial Screening: A 30-minute conversation with our recruiter to discuss your background and interest in the role.
Strategy Deep Dive: A 60-minute interview with the hiring manager to explore your strategic thinking, product sense, and experience developing product strategies.
Product Strategy Case Study: You'll be given a case study to showcase your approach to product strategy through a 60-minute presentation and discussion.
Team Collaboration Interview: A 45-minute interview with potential team members to assess your collaborative approach and cultural fit.
Leadership Interview: A 30-minute discussion with a senior leader to ensure alignment with the company vision and values.

Ideal Candidate Profile (Internal)

Role Overview

The Product Strategist serves as the primary architect of our product's strategic direction, connecting market opportunities with business objectives. This role requires an analytical, visionary individual who can translate complex market information into clear strategic paths. This person must excel at both high-level strategic thinking and the practical translation of strategy into executable roadmaps.

Essential Behavioral Competencies

Strategic Thinking: Ability to develop long-term product visions and strategies that align with company goals while addressing market needs. Can identify opportunities that others miss and navigate complex business landscapes.

Analytical Rigor: Consistently uses data and structured analysis to inform decisions. Can break down complex problems, identify root causes, and develop evidence-based recommendations.

Market Orientation: Demonstrates deep understanding of market dynamics, customer needs, and competitive landscape. Stays current on industry trends and anticipates future market developments.

Communication & Influence: Articulates complex ideas clearly and persuasively to diverse audiences. Can build consensus among stakeholders and influence decisions without direct authority.

Collaborative Leadership: Works effectively across functions to align teams around a shared product vision. Balances competing priorities and navigates organizational dynamics to drive product strategy forward.

Desired Outcomes

Develop a comprehensive product strategy that increases market share by 15% in key segments within 18 months
Establish a systematic approach to market research and competitive analysis that informs quarterly product roadmap updates
Create and implement a prioritization framework that aligns product initiatives with business objectives and customer needs
Build collaborative relationships with cross-functional leaders to ensure seamless strategy execution
Identify and validate at least two significant new market opportunities annually that expand our product's addressable market

Ideal Candidate Traits

Background: Has experience developing successful product strategies in similar [industry] contexts or has transferable experience from adjacent industries. Has led products through multiple lifecycle stages.
Mindset: Demonstrates both strategic vision and practical execution skills. Balances innovation with business realities.
Operating Style: Data-driven decision maker who also values qualitative insights. Collaborative but decisive when needed.
Skills: Exceptional at translating complex data into strategic narratives. Comfortable with ambiguity and able to create structure in undefined situations.
Knowledge: Deep understanding of product development processes. Familiarity with relevant market dynamics and technology trends in [industry].
Culture Fit: Thrives in a collaborative, fast-paced environment. Demonstrates intellectual curiosity, humility, and a growth mindset.

Screening Interview

Directions for the Interviewer

This initial interview helps determine if candidates have the baseline qualifications, experience, and motivation for the Product Strategist role. Your goal is to assess their background in product strategy, understand their approach to strategic thinking, and gauge their interest in the position.

Focus on gathering high-level information about their relevant experience, strategic thinking capabilities, and communication skills. This interview should help you decide whether to advance them to more in-depth interviews. Be sure to keep the conversation balanced – aim for the candidate speaking 70-80% of the time, while you guide the conversation with thoughtful questions and active listening.

Allow 5-10 minutes at the end for the candidate to ask questions, as this demonstrates their interest and preparation. Take detailed notes on their responses to support the evaluation process.

Directions to Share with Candidate

"Thanks for joining us today. This initial conversation is designed to help us understand your background in product strategy and your approach to developing product vision. I'll be asking about your experience, strategic thinking process, and interest in this role. We'll leave time at the end for your questions about the position and company. This is a two-way conversation, so please feel free to ask clarifying questions throughout."

Interview Questions

Tell me about your experience in product strategy and what led you to this field.

Areas to Cover

Career progression leading to product strategy roles
Key accomplishments in developing product strategies or roadmaps
Experience with market analysis and competitive research
Motivation for pursuing product strategy as a career path
Understanding of how product strategy connects to business objectives

Possible Follow-up Questions

What aspects of product strategy do you find most challenging and most rewarding?
Can you describe a product strategy you developed that had a significant business impact?
How do you balance innovation with business constraints in your strategic planning?
What methodologies or frameworks do you typically use for developing product strategies?

Describe a time when you identified a new market opportunity and developed a strategy to pursue it.

Areas to Cover

Process for identifying and validating the opportunity
Data and research methods used to inform the strategy
Key stakeholders involved and how they were engaged
Challenges encountered and how they were addressed
Outcome of the strategy implementation
Lessons learned from the experience

Possible Follow-up Questions

How did you prioritize this opportunity against other potential initiatives?
What metrics did you use to measure the success of this strategy?
How did you gain organizational buy-in for your recommended approach?
What would you do differently if you were to pursue a similar opportunity now?

How do you approach prioritizing product features and initiatives?

Areas to Cover

Frameworks or methodologies used for prioritization
How they balance customer needs with business objectives
Process for handling competing priorities
How they incorporate data and research into decision-making
Experience communicating prioritization decisions to stakeholders

Possible Follow-up Questions

How do you handle situations where different stakeholders have conflicting priorities?
Can you give an example of when you had to make a difficult prioritization decision?
How do you communicate prioritization decisions to teams and stakeholders?
What metrics do you consider when evaluating potential initiatives?

How do you stay informed about market trends, customer needs, and competitive movements?

Areas to Cover

Information sources they regularly utilize
Methods for synthesizing information from different sources
Approach to distinguishing between signal and noise in market data
How they translate market insights into strategic recommendations
Examples of when market intelligence informed a strategic pivot

Possible Follow-up Questions

Can you share an example of when you identified an emerging trend before your competitors?
How do you validate customer needs beyond what customers explicitly tell you?
What tools or resources do you find most valuable for competitive intelligence?
How do you balance responding to current market conditions versus planning for future states?

What attracted you to the Product Strategist role at [Company], and how does it align with your career goals?

Areas to Cover

Knowledge of [Company]'s products, market position, and challenges
Alignment between candidate's experience and role requirements
Understanding of the role's impact on company success
Short and long-term career aspirations
Genuine interest in the company and industry

Possible Follow-up Questions

What aspects of our product or market do you find most interesting?
How do you see the role of Product Strategist evolving in the next few years?
What would you hope to accomplish in your first 6-12 months in this role?
How does this position build on your previous experience and prepare you for future roles?

Based on what you know about our company and products, what do you see as our biggest strategic opportunity?

Areas to Cover

Depth of research into the company and its offerings
Ability to quickly identify strategic possibilities
Understanding of market positioning and differentiation
Strategic thinking applied to a new context
Communication of complex ideas in a concise manner

Possible Follow-up Questions

What data would you want to analyze to validate this opportunity?
What potential challenges or risks do you see with this approach?
How would you prioritize this opportunity against others?
How might our competitors respond if we pursued this direction?

Interview Scorecard

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Shows limited ability to think beyond tactical issues; focuses primarily on short-term goals
2: Demonstrates some strategic thinking but may struggle with complex or long-term strategic challenges
3: Shows solid strategic thinking capabilities; can connect product initiatives to broader business goals
4: Exceptional strategic thinker; consistently identifies novel opportunities and creates compelling long-term vision

Product Strategy Experience

0: Not Enough Information Gathered to Evaluate
1: Limited experience with product strategy; primarily focused on execution
2: Some experience developing product strategies but may lack depth or impact
3: Strong experience developing and implementing successful product strategies
4: Extensive and varied experience creating transformative product strategies with demonstrable business impact

Communication Skills

0: Not Enough Information Gathered to Evaluate
1: Communication is unclear or overly complex; struggles to articulate ideas effectively
2: Communicates adequately but may not adjust style for different audiences
3: Communicates clearly and effectively; can explain complex concepts in accessible ways
4: Exceptional communicator; articulates complex strategic ideas with clarity, adapts style appropriately, and demonstrates active listening

Market Awareness

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of market dynamics or competitive landscape
2: Basic awareness of market trends but may miss important nuances or implications
3: Strong market awareness; stays current on trends and understands competitive positioning
4: Exceptional market insight; demonstrates deep understanding of market forces and can anticipate future developments

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop strategies that significantly impact market share
2: Likely to develop strategies with modest market share impact, but may fall short of 15% goal
3: Likely to develop strategies that could achieve the 15% market share increase
4: Highly likely to exceed the 15% market share goal through innovative and effective strategies

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Unlikely to establish effective systems for market and competitive intelligence
2: Likely to implement basic processes but may lack sophistication or consistency
3: Likely to establish effective systematic approaches to market research and competitive analysis
4: Highly likely to implement best-in-class approaches that deliver exceptional market insights

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop effective prioritization frameworks
2: Likely to implement basic prioritization but may struggle with complex trade-offs
3: Likely to create effective frameworks that align initiatives with business objectives
4: Highly likely to develop sophisticated prioritization systems that optimize business outcomes

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to build effective cross-functional relationships
2: Likely to maintain adequate relationships but may struggle with influence
3: Likely to build strong collaborative relationships that enable strategy execution
4: Highly likely to develop exceptional partnerships that accelerate strategic initiatives

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Unlikely to identify significant new market opportunities
2: Likely to identify incremental opportunities but may miss transformative ones
3: Likely to meet the goal of identifying two significant opportunities annually
4: Highly likely to exceed expectations by identifying multiple high-potential opportunities

Overall Recommendation

1: Strong No Hire - Does not demonstrate the strategic thinking or experience needed for the role
2: No Hire - Has some positive qualities but fails to meet key requirements for the position
3: Hire - Meets the requirements and shows potential to be successful in the role
4: Strong Hire - Exceptional candidate who exceeds requirements and shows strong potential for impact

Strategy Deep Dive Interview

Directions for the Interviewer

This interview is designed to thoroughly assess the candidate's strategic thinking abilities, product sense, and experience developing product strategies. As the hiring manager, your goal is to understand how the candidate approaches market analysis, product vision development, strategic planning, and cross-functional collaboration.

Focus on uncovering concrete examples from their experience that demonstrate their strategic capabilities. Listen for both process (how they approach strategic work) and outcomes (the impact of their strategies). Pay attention to their ability to balance strategic vision with practical implementation concerns.

Be prepared to go deep on their examples - ask follow-up questions that help you understand their specific contributions, the challenges they faced, and how they measured success. Take detailed notes on both their methodologies and the results they achieved.

Directions to Share with Candidate

"Today we'll be exploring your approach to product strategy in depth. I'm interested in understanding how you analyze markets, develop product visions, create roadmaps, and collaborate with stakeholders. For each question, I'd appreciate specific examples from your experience that demonstrate your strategic thinking and approach. Feel free to use the whiteboard or share your screen if it helps illustrate your points. We'll have time at the end for your questions about the role and our company."

Interview Questions

Tell me about the most successful product strategy you've developed. What was the context, your approach, and the outcome?

Areas to Cover

Business context and strategic challenges they were addressing
Research and analysis that informed their strategy
Key insights or opportunities they identified
Process for developing the strategy and key stakeholders involved
Timeline for implementation and key milestones
Metrics used to measure success and actual outcomes
Their specific role and contributions to the strategy

Possible Follow-up Questions

What alternatives did you consider before settling on this strategy?
How did you build stakeholder alignment around your strategic direction?
What were the biggest challenges in executing this strategy?
Looking back, what would you do differently in your approach?

Walk me through your process for analyzing a market opportunity and developing a strategic response.

Areas to Cover

Frameworks or methodologies they use for market analysis
Sources of data and insights they typically leverage
How they assess market size and competitive landscape
Approach to identifying customer needs and pain points
Methods for evaluating risks and uncertainties
Process for translating analysis into actionable strategies
How they test and validate strategic hypotheses

Possible Follow-up Questions

Can you give a specific example where this process led to a surprising insight?
How do you handle situations where data is limited or conflicting?
How do you prioritize among multiple potentially valuable opportunities?
How do you balance speed with thoroughness in your analysis?

Describe a situation where you had to pivot a product strategy based on new market information or changing business conditions.

Areas to Cover

Initial strategy and the signals that indicated a need for change
Process for gathering and validating new information
How they assessed the implications for the existing strategy
Approach to developing the new strategic direction
How they managed the transition and communicated the change
Stakeholder reactions and how they built buy-in
Results of the strategic pivot and lessons learned

Possible Follow-up Questions

How did you recognize that a pivot was necessary?
What was the most challenging aspect of implementing this change?
How did you maintain team morale and momentum during the transition?
What systems did you put in place to identify similar issues earlier in the future?

How do you translate a product vision into a concrete roadmap with actionable initiatives?

Areas to Cover

Process for breaking down a vision into strategic pillars or themes
Approach to identifying specific initiatives that support strategic goals
Prioritization frameworks they use for roadmap planning
How they balance short-term needs with long-term strategic objectives
Methods for estimating effort, impact, and feasibility
Approach to communicating roadmaps to different stakeholders
Process for updating roadmaps as conditions change

Possible Follow-up Questions

How do you ensure your roadmap remains aligned with the overall product vision?
How do you handle competing priorities from different stakeholders?
What level of detail do you include in roadmaps for different time horizons?
How do you measure the success of your roadmap planning process?

Tell me about a time when you had to make a strategic product decision with incomplete information.

Areas to Cover

Context of the decision and why information was limited
What information was available and what was missing
How they assessed risks and potential outcomes
Approach to gathering additional information where possible
Decision-making process and key considerations
How they communicated uncertainty to stakeholders
Outcome of the decision and what they learned

Possible Follow-up Questions

What frameworks or mental models did you use to navigate this uncertainty?
How did you balance speed with confidence in your decision-making?
What contingency plans did you develop for different scenarios?
How did this experience influence your approach to similar situations?

How do you collaborate with cross-functional teams to develop and implement product strategies?

Areas to Cover

Approach to identifying and engaging key stakeholders
Process for incorporating diverse perspectives into strategy development
Methods for building consensus around strategic direction
How they handle disagreements or competing priorities
Communication strategies for different audiences
Experience leading without direct authority
Examples of successful cross-functional collaboration

Possible Follow-up Questions

How do you ensure engineering, design, and business perspectives are all considered?
What techniques do you use to resolve conflicts between different functional groups?
How do you maintain strategic alignment as implementation progresses?
Can you share an example where cross-functional collaboration significantly improved a strategy?

Interview Scorecard

Strategic Vision Development

0: Not Enough Information Gathered to Evaluate
1: Develops limited or tactical visions that lack cohesion or long-term perspective
2: Creates adequate product visions but may miss important market dynamics or business opportunities
3: Develops clear, compelling product visions that align with market needs and business objectives
4: Creates exceptional, innovative product visions that identify unique opportunities and inspire organizations

Market Analysis & Insight

0: Not Enough Information Gathered to Evaluate
1: Analysis is superficial or lacks rigor; fails to identify key market dynamics
2: Conducts adequate analysis but may miss important nuances or implications
3: Performs thorough market analysis that yields valuable insights and informs strategy
4: Demonstrates exceptional analytical capabilities; consistently uncovers non-obvious insights that create competitive advantage

Strategic Execution & Roadmapping

0: Not Enough Information Gathered to Evaluate
1: Struggles to translate strategy into executable roadmaps; plans may be unrealistic or misaligned
2: Creates workable roadmaps but may have gaps in feasibility or strategic alignment
3: Develops clear, actionable roadmaps that effectively advance strategic objectives
4: Creates sophisticated roadmaps that balance competing priorities and maximize strategic impact within constraints

Strategic Adaptability

0: Not Enough Information Gathered to Evaluate
1: Rigid in strategic thinking; slow to recognize or respond to changing conditions
2: Adapts strategies when necessary but may be reactive rather than proactive
3: Demonstrates good adaptability; recognizes signals and adjusts strategies appropriately
4: Shows exceptional strategic agility; anticipates changes and positions products to capitalize on emerging opportunities

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Works primarily in silos; struggles to engage effectively with other functions
2: Collaborates adequately but may not fully leverage diverse perspectives
3: Works effectively across functions to develop and implement strategies
4: Excels at cross-functional leadership; builds strong partnerships that enhance strategic outcomes

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop strategies that significantly impact market share
2: Likely to develop strategies with modest market share impact, but may fall short of 15% goal
3: Likely to develop strategies that could achieve the 15% market share increase
4: Highly likely to exceed the 15% market share goal through innovative and effective strategies

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Unlikely to establish effective systems for market and competitive intelligence
2: Likely to implement basic processes but may lack sophistication or consistency
3: Likely to establish effective systematic approaches to market research and competitive analysis
4: Highly likely to implement best-in-class approaches that deliver exceptional market insights

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Unlikely to develop effective prioritization frameworks
2: Likely to implement basic prioritization but may struggle with complex trade-offs
3: Likely to create effective frameworks that align initiatives with business objectives
4: Highly likely to develop sophisticated prioritization systems that optimize business outcomes

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Unlikely to build effective cross-functional relationships
2: Likely to maintain adequate relationships but may struggle with influence
3: Likely to build strong collaborative relationships that enable strategy execution
4: Highly likely to develop exceptional partnerships that accelerate strategic initiatives

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Unlikely to identify significant new market opportunities
2: Likely to identify incremental opportunities but may miss transformative ones
3: Likely to meet the goal of identifying two significant opportunities annually
4: Highly likely to exceed expectations by identifying multiple high-potential opportunities

Overall Recommendation

1: Strong No Hire - Does not demonstrate the strategic thinking capabilities needed for the role
2: No Hire - Has some positive qualities but fails to meet key requirements for strategic leadership
3: Hire - Meets the requirements and shows potential to be successful in driving product strategy
4: Strong Hire - Exceptional strategic thinker who will significantly enhance our product strategy capabilities

Product Strategy Case Study

Directions for the Interviewer

This work sample exercise is designed to assess how the candidate applies their strategic thinking in a practical scenario relevant to our business. You'll evaluate their analytical approach, strategic reasoning, creativity, communication skills, and how they respond to questions. This exercise gives you insight into how the candidate would approach real strategic challenges in the role.

Prior to the interview, provide the candidate with a case study brief that outlines a product or market challenge relevant to your industry (e.g., entering a new market segment, addressing competitive threats, identifying growth opportunities). Ask them to prepare a 20-30 minute presentation on their strategic approach, followed by 30 minutes of discussion and Q&A.

During the presentation, pay attention to the candidate's analytical framework, the depth of their strategic thinking, how they handle uncertainty, and how clearly they communicate their recommendations. In the Q&A, probe the candidate's reasoning, test how they respond to challenges to their thinking, and explore alternative approaches.

Take detailed notes on both the content of their strategy and their ability to defend and elaborate on their recommendations when questioned.

Directions to Share with Candidate

Send at least 3-5 days before the interview:

"As part of our interview process, we'd like you to prepare a product strategy case study presentation. Please develop a strategic approach to the following scenario:

[Insert case study brief - e.g., 'Our company is considering entering the [specific] market segment. Develop a product strategy that evaluates this opportunity and recommends an approach.']

Please prepare a 20-30 minute presentation that outlines your strategic thinking, followed by 30 minutes of discussion. Your presentation should cover:

Your analysis of the market opportunity and competitive landscape
Key customer segments and their needs
Recommended strategic approach and rationale
Potential risks and how you'd mitigate them
High-level implementation roadmap
Success metrics

You're welcome to make assumptions where information is limited, but please state them clearly. We're interested in your strategic thinking process rather than specific domain knowledge. We'll provide any necessary technical capabilities or company background during the discussion."

At the beginning of the interview: "Today you'll present your product strategy case study, followed by a discussion where we'll explore your thinking further. I'm interested in both your strategic recommendations and the thinking behind them. Feel free to ask clarifying questions before we begin."

Interview Questions

After the presentation, use these questions to explore the candidate's strategic thinking more deeply:

What were the most challenging aspects of developing this strategy, and how did you work through them?

Areas to Cover

Key uncertainties or data gaps they encountered
How they managed ambiguity in the strategic process
Analytical challenges and how they were addressed
Trade-offs they considered and how they made decisions
Methods used to validate assumptions or hypotheses

Possible Follow-up Questions

What additional information would have been most valuable to have?
How confident are you in your key assumptions, and why?
What alternative approaches did you consider but ultimately reject?
How would you test the riskiest aspects of this strategy?

If market conditions changed in [specific way], how would you adapt your strategy?

Areas to Cover

Strategic flexibility and adaptability
Ability to quickly think through implications of changing conditions
How they balance commitment to a strategy with responsiveness
Methods for monitoring market signals that might trigger adjustments
Contingency planning and risk management

Possible Follow-up Questions

What early indicators would signal that the strategy needs adjustment?
Which elements of your strategy are most vulnerable to market changes?
How would you manage stakeholder expectations through a strategic pivot?
What processes would you put in place to regularly reassess strategic fit?

How would you prioritize the initiatives in your implementation roadmap if resources were more constrained than anticipated?

Areas to Cover

Prioritization frameworks and decision-making process
Understanding of which elements deliver core strategic value
Ability to make difficult trade-off decisions
How they balance short-term needs with long-term strategy
Approach to resource optimization

Possible Follow-up Questions

What would be the implications of delaying or cutting specific initiatives?
How would you communicate prioritization decisions to stakeholders?
What minimum viable approach would still achieve the core strategic objectives?
How would you make the case for additional resources if needed?

What cross-functional challenges do you anticipate in implementing this strategy, and how would you address them?

Areas to Cover

Awareness of organizational dynamics and potential resistance
Strategy for building cross-functional alignment and buy-in
Communication approaches for different stakeholder groups
Potential capability gaps and how to address them
Experience managing complex cross-functional initiatives

Possible Follow-up Questions

How would you secure executive sponsorship for this strategy?
What specific concerns might different functional teams have?
How would you ensure consistent understanding of the strategy across teams?
What governance structure would you recommend for implementation?

How would you measure the success of this strategy in the short, medium, and long term?

Areas to Cover

Framework for defining success at different time horizons
Specific metrics and KPIs they would track
Understanding of leading vs. lagging indicators
Methods for attributing outcomes to strategic initiatives
Approach to using metrics to guide ongoing decisions

Possible Follow-up Questions

How would you know if the strategy was off track early in implementation?
What metrics might be in tension with each other, and how would you manage that?
How would you adjust if early metrics weren't meeting expectations?
How would you communicate progress to different stakeholders?

Interview Scorecard

Analytical Approach

0: Not Enough Information Gathered to Evaluate
1: Analysis lacks depth or structure; conclusions not well supported by data
2: Demonstrates basic analytical capabilities but may miss important factors or implications
3: Shows strong analytical thinking with structured approach and evidence-based conclusions
4: Exceptional analytical capabilities; comprehensive, insightful analysis that reveals non-obvious implications

Strategic Thinking

0: Not Enough Information Gathered to Evaluate
1: Strategy is tactical or reactive; lacks coherent long-term vision
2: Develops reasonable strategy but may miss important market dynamics or opportunities
3: Creates compelling, well-reasoned strategy that addresses key market and business needs
4: Develops innovative, differentiated strategy with exceptional understanding of market dynamics and business leverage points

Adaptation & Flexibility

0: Not Enough Information Gathered to Evaluate
1: Rigid in approach; struggles to adapt strategy when challenged or presented with new information
2: Shows some flexibility but may be overly attached to initial assumptions or recommendations
3: Demonstrates good adaptability; thoughtfully adjusts thinking based on new inputs
4: Exceptionally nimble thinking; quickly processes new information and reframes strategy while maintaining coherence

Implementation Planning

0: Not Enough Information Gathered to Evaluate
1: Implementation plan is vague or unrealistic; doesn't address key execution challenges
2: Provides workable implementation approach but may lack detail or miss important considerations
3: Develops clear, practical implementation plan that addresses key challenges and contingencies
4: Creates exceptional implementation roadmap with sophisticated phasing, risk management, and resource optimization

Communication Effectiveness

0: Not Enough Information Gathered to Evaluate
1: Presentation is unclear or difficult to follow; struggles to articulate complex ideas
2: Communicates adequately but presentation may lack structure or compelling narrative
3: Delivers clear, well-structured presentation that effectively communicates strategic thinking
4: Exceptional communication; presentation is compelling, concise, and precisely tailored to the audience

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Strategy presented seems unlikely to drive significant market share growth
2: Strategy could drive some market share growth but may fall short of 15% target
3: Strategy presented appears capable of achieving the 15% market share growth target
4: Strategy shows exceptional potential to exceed market share targets through innovative approach

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Demonstrates limited capability in market research and competitive analysis
2: Shows basic competence but approach lacks sophistication or comprehensiveness
3: Demonstrates effective, systematic approach to market and competitive intelligence
4: Shows exceptional capability with sophisticated methods for market insight development

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Prioritization approach is subjective or misaligned with stated business objectives
2: Uses basic prioritization methods but may struggle with complex trade-offs
3: Demonstrates effective prioritization framework that aligns initiatives with business goals
4: Shows sophisticated prioritization methodology that optimizes for business impact

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Shows limited awareness of cross-functional dynamics or how to build alignment
2: Acknowledges importance of collaboration but approach may be simplistic
3: Demonstrates effective strategies for cross-functional alignment and collaboration
4: Shows exceptional ability to navigate complex organizational dynamics and build strong partnerships

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Approach to opportunity identification seems unlikely to yield significant new opportunities
2: Shows some capability but may focus on incremental rather than significant opportunities
3: Demonstrates effective methods for identifying and validating meaningful opportunities
4: Shows exceptional capability to uncover high-potential market opportunities others might miss

Overall Recommendation

1: Strong No Hire - Case study performance reveals significant gaps in strategic capabilities
2: No Hire - Demonstrates some positive qualities but falls short on critical strategic dimensions
3: Hire - Shows strong strategic capabilities and potential to succeed in the role
4: Strong Hire - Exceptional strategic thinker who would bring distinctive capabilities to our team

Team Collaboration Interview

Directions for the Interviewer

This interview focuses on assessing the candidate's collaborative approach and ability to work effectively with cross-functional teams. As a potential team member, you'll be evaluating how well the candidate builds relationships, communicates across functions, navigates disagreements, and influences without authority - all critical skills for a Product Strategist.

Your goal is to understand how the candidate has collaborated with others in previous roles and gauge how they would fit with our team culture. Focus on specific examples that demonstrate their collaborative behaviors rather than theoretical approaches. Listen for their ability to understand different perspectives, build consensus, and drive strategic initiatives forward through effective teamwork.

Take note of how the candidate describes their interactions with others, how they handle conflicts, and their awareness of team dynamics. The most successful Product Strategists combine strategic thinking with exceptional collaboration skills.

Directions to Share with Candidate

"In this conversation, we'll focus on how you collaborate with others to develop and implement product strategies. I'm interested in understanding your approach to working with cross-functional teams, building alignment around strategic initiatives, and navigating the organizational dynamics that impact strategy execution. Please share specific examples from your experience that demonstrate your collaborative approach. We'll leave time at the end for any questions you have about our team and how we work together."

Interview Questions

Tell me about a product strategy initiative where you had to collaborate closely with cross-functional teams. What was your approach and what was the outcome?

Areas to Cover

Nature of the initiative and who was involved
How they identified and engaged key stakeholders
Their process for incorporating diverse perspectives
How they built consensus around the strategic direction
Challenges they faced in the collaboration and how they addressed them
Communication methods they used across different functions
Specific outcomes of the collaborative effort

Possible Follow-up Questions

How did you ensure all relevant perspectives were considered?
What were the most significant areas of disagreement, and how did you resolve them?
How did you adapt your communication style for different stakeholders?
What would you do differently to improve collaboration if you could do it over?

Describe a situation where you faced resistance to a strategic recommendation. How did you handle it?

Areas to Cover

Context of the recommendation and source of resistance
How they identified the underlying concerns or objections
Approach to understanding alternative perspectives
Methods used to address concerns and build support
How they adapted their strategy or approach if necessary
Resolution of the situation and lessons learned
Impact on relationships and future collaborations

Possible Follow-up Questions

What signals helped you identify the resistance early on?
How did you maintain productive relationships while working through disagreements?
Were there valid points in the resistance that improved your recommendation?
What would you do differently if faced with similar resistance in the future?

How do you ensure engineering, design, and business perspectives are all considered in your product strategy work? (Communication & Influence, Collaborative Leadership)

Areas to Cover

Methods for gathering input from different functional areas
How they balance competing priorities and perspectives
Techniques for translating between technical and business viewpoints
How they identify and resolve cross-functional misalignments
Approach to creating shared understanding of strategic goals
Experience facilitating cross-functional conversations
Examples of how diverse input has improved strategic outcomes

Possible Follow-up Questions

How do you handle situations where technical constraints conflict with business goals?
What techniques do you use to help different functions understand each other's perspectives?
How early in the strategy process do you typically involve different functions?
How do you ensure strategic decisions are properly communicated back to all stakeholders?

Tell me about a time when you needed to influence strategic decisions without having direct authority.

Areas to Cover

Context of the situation and what they were trying to influence
Their approach to building credibility and relationships
Methods used to make a persuasive case
How they navigated organizational dynamics
Challenges faced and how they overcame them
Outcome of their influence efforts
What they learned about effective influence

Possible Follow-up Questions

How did you tailor your influence approach to different stakeholders?
What resistance did you encounter and how did you address it?
How did you balance persistence with respecting others' perspectives?
What would you do differently in a similar situation in the future?

How do you maintain strategic alignment across teams during implementation of a product strategy?

Areas to Cover

Methods for creating shared understanding of strategic objectives
Communication practices they use during implementation
How they track and address misalignments when they emerge
Approach to balancing consistency with allowing teams appropriate autonomy
Experience managing changing priorities or scope
How they handle escalations or conflicts between teams
Examples of successfully maintaining alignment on complex initiatives

Possible Follow-up Questions

What tools or artifacts do you use to help maintain alignment?
How do you handle situations where teams begin to drift from the strategy?
How do you balance strategic consistency with being responsive to new information?
What governance structures have you found most effective for cross-team initiatives?

Interview Scorecard

Cross-functional Collaboration

0: Not Enough Information Gathered to Evaluate
1: Works primarily in silos; struggles to engage effectively with other functions
2: Collaborates adequately but may not fully leverage diverse perspectives
3: Works effectively across functions; actively incorporates multiple viewpoints
4: Exceptional collaborator; builds strong partnerships that enhance strategic outcomes

Influence & Persuasion

0: Not Enough Information Gathered to Evaluate
1: Limited ability to influence without authority; relies primarily on positional power
2: Can influence others but approach may be inconsistent or situation-dependent
3: Effectively influences across the organization through solid reasoning and relationship building
4: Exceptional influencer; consistently builds consensus and drives strategic alignment through persuasion

Conflict Resolution

0: Not Enough Information Gathered to Evaluate
1: Avoids conflict or handles disagreements ineffectively; may create unnecessary friction
2: Addresses conflicts adequately but may struggle with complex or emotionally charged situations
3: Resolves conflicts effectively; finds solutions that address underlying concerns
4: Exceptional at navigating conflicts; transforms disagreements into opportunities for better outcomes

Strategic Communication

0: Not Enough Information Gathered to Evaluate
1: Communication lacks clarity or adaptation to audience; may create confusion
2: Communicates adequately but may not optimize messaging for different stakeholders
3: Communicates clearly and adapts effectively to different audiences and contexts
4: Exceptional communicator; strategically tailors messages to maximize understanding and buy-in

Team Integration

0: Not Enough Information Gathered to Evaluate
1: Works as an individual contributor; limited awareness of team dynamics
2: Works well with immediate team but may struggle to integrate with broader organization
3: Effectively integrates with various teams; demonstrates good awareness of organizational dynamics
4: Exceptional team player; actively builds connections across the organization and creates cohesion

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Collaborative approach unlikely to produce strategy capable of significant market share gains
2: Approach may yield modest improvements but unlikely to reach 15% target
3: Collaborative approach likely to develop strategy capable of achieving 15% target
4: Exceptional collaborative approach highly likely to exceed target through leveraging diverse insights

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Unlikely to effectively collaborate on research and competitive analysis systems
2: May establish basic approaches but likely to miss insights from cross-functional perspectives
3: Likely to establish effective systems through good cross-functional collaboration
4: Exceptional collaborative skills will create best-in-class approaches leveraging organizational knowledge

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Collaborative approach unlikely to yield effective prioritization frameworks
2: May create basic frameworks but struggle with cross-functional alignment
3: Likely to create effective prioritization frameworks through good stakeholder engagement
4: Exceptional collaboration skills will yield sophisticated frameworks with strong cross-functional buy-in

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Demonstrates limited ability to build effective collaborative relationships
2: Builds adequate relationships but may struggle with certain stakeholder groups
3: Demonstrates strong ability to build productive collaborative relationships
4: Shows exceptional relationship-building skills across diverse stakeholder groups

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Collaborative approach unlikely to identify significant market opportunities
2: May identify incremental opportunities but miss more significant ones
3: Collaborative approach likely to identify multiple significant opportunities
4: Exceptional collaborative skills will consistently uncover high-value opportunities through diverse inputs

Overall Recommendation

1: Strong No Hire - Demonstrates significant gaps in collaborative capabilities essential for the role
2: No Hire - Shows some collaborative skills but falls short in key areas needed for success
3: Hire - Demonstrates solid collaborative capabilities that would enable success in the role
4: Strong Hire - Exceptional collaborator who would enhance team effectiveness and strategic outcomes

Leadership Interview

Directions for the Interviewer

This final interview provides an opportunity to assess the candidate's alignment with the company's vision and values, and evaluate their potential as a strategic leader in the organization. As a senior leader, your goal is to determine whether the candidate has the leadership qualities, strategic vision, and cultural fit needed to drive product strategy successfully at [Company].

Focus on understanding the candidate's leadership philosophy, how they approach strategic challenges, and whether their values align with the company's culture. This is also an opportunity to address any concerns or questions raised in previous interviews and to provide the candidate with a senior-level perspective on the role and company.

Take note of how the candidate articulates their vision for product strategy, how they would contribute to the organization beyond their immediate role, and their potential for growth and leadership development.

Directions to Share with Candidate

"Thank you for making it to this stage of our interview process. Today, I'd like to discuss your leadership approach, strategic vision, and how you might contribute to our company's success. This is also an opportunity for you to get a senior-level perspective on our organization and to ask any questions you have about our strategy, culture, or leadership. I'm interested in understanding how you would apply your strategic thinking and leadership capabilities to help us achieve our goals."

Interview Questions

Based on what you've learned so far, how do you see the Product Strategist role contributing to [Company]'s overall success?

Areas to Cover

Understanding of company's business objectives and challenges
Vision for how product strategy can drive business outcomes
Alignment between their approach and company's strategic direction
Awareness of market dynamics specific to the company's industry
Perspective on short and long-term strategic priorities
How they would measure their impact on company success

Possible Follow-up Questions

What do you see as the biggest challenges in executing that vision?
How would you balance immediate business needs with long-term strategic opportunities?
How would you approach building relationships with key stakeholders to drive this vision?
What resources or support would you need to be successful in this vision?

Tell me about a time when you had to lead a significant strategic change. How did you approach it and what did you learn?

Areas to Cover

Context of the strategic change and their specific role
How they developed the vision for change
Approach to building buy-in and managing resistance
Methods for implementing the change and measuring progress
Challenges faced and how they overcame them
Results achieved and impact on the organization
Key learnings and how they've applied them since

Possible Follow-up Questions

How did you identify the need for strategic change initially?
How did you handle skepticism or resistance from key stakeholders?
What would you do differently if you were to lead a similar change now?
How did this experience shape your leadership approach?

How do you stay ahead of market trends and emerging technologies, and translate those insights into strategic opportunities?

Areas to Cover

Sources they use to stay informed about industry developments
Process for distinguishing between significant trends and passing fads
How they translate external information into strategic insights
Experience identifying emerging opportunities before competitors
Approach to testing and validating new strategic possibilities
Examples of successfully capitalizing on market trends or technological changes
How they help others in the organization understand external changes

Possible Follow-up Questions

Can you share an example of a trend you identified early that proved significant?
How do you balance being forward-looking with maintaining focus on current priorities?
How do you evaluate the potential impact of emerging technologies on your product strategy?
How do you bring others along when pursuing opportunities that involve significant uncertainty?

What aspects of our company culture and values resonate most strongly with you, and how would you embody those as a leader?

Areas to Cover

Understanding of company's stated values and culture
Personal values and how they align with the organization
How they've embodied similar values in previous roles
Approach to making decisions consistent with these values
How they would promote cultural values through their leadership
Examples of maintaining values during challenging situations
How they would contribute to the company's cultural evolution

Possible Follow-up Questions

How have you handled situations where business pressures conflicted with values?
How would you help your team understand and embody these values?
What aspect of our culture might you want to strengthen or evolve?
How do you create an inclusive environment that embraces diverse perspectives?

Looking ahead 3-5 years, how do you envision the evolution of product strategy in our industry, and how would you position us to capitalize on these changes?

Areas to Cover

Vision for industry evolution and emerging opportunities
Potential disruptive forces and competitive threats
How customer needs and expectations might evolve
Capabilities the company would need to develop
Strategic positioning to create competitive advantage
Approach to balancing current business with future opportunities
How they would build organizational readiness for future states

Possible Follow-up Questions

What assumptions are you making about how the market will evolve?
What early indicators would you monitor to validate your vision?
How would you approach building the capabilities needed for this future?
What strategic bets would you recommend making now to prepare for this future?

Interview Scorecard

Strategic Vision

0: Not Enough Information Gathered to Evaluate
1: Demonstrates limited vision; thinking is short-term or tactical
2: Shows adequate vision but may lack boldness or differentiation
3: Articulates compelling vision that balances ambition with pragmatism
4: Exceptional visionary; presents inspiring yet grounded perspective on future possibilities

Leadership Capability

0: Not Enough Information Gathered to Evaluate
1: Limited leadership skills; may struggle to influence or drive change
2: Demonstrates basic leadership capabilities but may lack depth in key areas
3: Shows strong leadership skills; can drive strategic initiatives effectively
4: Exceptional leader; inspires others and navigates complex organizational dynamics with ease

Business Acumen

0: Not Enough Information Gathered to Evaluate
1: Limited understanding of business dynamics and value creation
2: Basic business understanding but may miss important connections
3: Demonstrates strong business acumen; connects strategy to value creation
4: Exceptional business insight; sophisticated understanding of market dynamics and value drivers

Cultural Alignment

0: Not Enough Information Gathered to Evaluate
1: Values or approach appears misaligned with company culture
2: Basic alignment but may not fully embody key cultural elements
3: Strong alignment with company values and cultural approach
4: Exceptional cultural fit; would enhance and strengthen company culture

Change Management

0: Not Enough Information Gathered to Evaluate
1: Limited ability to lead through change or transformation
2: Can manage straightforward changes but may struggle with complexity
3: Demonstrates effective change leadership capabilities
4: Exceptional change leader; navigates complex transformations skillfully

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Leadership approach unlikely to drive significant market share growth
2: May achieve some growth but likely to fall short of ambitious targets
3: Leadership capabilities likely to enable achievement of market share goals
4: Exceptional leader highly likely to exceed market share growth targets

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Leadership approach unlikely to create effective research systems
2: May establish basic systems but likely to lack sophistication
3: Leadership approach likely to create effective research and analysis systems
4: Exceptional leader who will create best-in-class market intelligence capabilities

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Leadership approach unlikely to yield effective prioritization
2: May create basic frameworks but struggle with organizational alignment
3: Leadership capabilities likely to enable effective prioritization aligned with objectives
4: Exceptional leader who will create sophisticated prioritization approaches with high impact

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Leadership style unlikely to foster strong collaborative relationships
2: May build adequate relationships but influence could be limited
3: Leadership approach likely to create productive collaborative relationships
4: Exceptional relationship builder who will create strong partnerships across the organization

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Leadership approach unlikely to identify significant opportunities
2: May identify modest opportunities but miss more transformative ones
3: Leadership capabilities likely to enable identification of significant opportunities
4: Exceptional leader who will consistently uncover high-value market opportunities

Overall Recommendation

1: Strong No Hire - Does not demonstrate the leadership capabilities needed for this role
2: No Hire - Shows some positive qualities but falls short on critical leadership dimensions
3: Hire - Demonstrates solid leadership capabilities that would enable success in the role
4: Strong Hire - Exceptional leader who would make significant strategic impact on our organization

Debrief Meeting

Directions for Conducting the Debrief Meeting

The Debrief Meeting is an open discussion for the hiring team members to share the information learned during the candidate interviews. Use the questions below to guide the discussion.Start the meeting by reviewing the requirements for the role and the key competencies and goals to succeed.The meeting leader should strive to create an environment where it is okay to express opinions about the candidate that differ from the consensus or from leadership's opinions.Scores and interview notes are important data points but should not be the sole factor in making the final decision.Any hiring team member should feel free to change their recommendation as they learn new information and reflect on what they've learned.

Questions to Guide the Debrief Meeting

Does anyone have any questions for the other interviewers about the candidate?

Guidance: The meeting facilitator should initially present themselves as neutral and try not to sway the conversation before others have a chance to speak up.

Are there any additional comments about the Candidate?

Guidance: This is an opportunity for all the interviewers to share anything they learned that is important for the other interviewers to know.

What are the candidate's greatest strengths relative to our needs for the Product Strategist role?

Guidance: Focus on specific examples from the interviews that demonstrate capabilities aligned with our key requirements. Consider strategic thinking, market analysis, collaborative skills, and communication abilities.

What are the primary concerns or development areas for this candidate?

Guidance: Identify specific gaps in experience or skills that might impact the candidate's effectiveness. Consider whether these gaps could be addressed through onboarding and development or if they are fundamental to success in the role.

Is there anything further we need to investigate before making a decision?

Guidance: Based on this discussion, you may decide to probe further on certain issues with the candidate or explore specific issues in the reference calls.

Has anyone changed their hire/no-hire recommendation?

Guidance: This is an opportunity for the interviewers to change their recommendation from the new information they learned in this meeting.

If the consensus is no hire, should the candidate be considered for other roles? If so, what roles?

Guidance: Discuss whether engaging with the candidate about a different role would be worthwhile.

What are the next steps?

Guidance: If there is no consensus, follow the process for that situation (e.g., it is the hiring manager's decision). Further investigation may be needed before making the decision. If there is a consensus on hiring, reference checks could be the next step.

Reference Calls

Directions for Conducting Reference Checks

Reference checks provide valuable context and validation of the candidate's past performance and working style. These conversations offer an opportunity to gather objective information about the candidate's strengths, development areas, and potential fit for the Product Strategist role.

Approach references as a professional conversation rather than a checklist. Build rapport with the reference and explain that your goal is to ensure mutual success for both the candidate and your organization. Use open-ended questions that encourage detailed responses rather than simple yes/no answers.

Focus particularly on the candidate's strategic thinking abilities, collaborative approach, and impact on business outcomes. Listen for specific examples that either confirm or raise questions about your assessment of the candidate. Take detailed notes and look for patterns across multiple references.

Remember that this process can be repeated with multiple references to gather a comprehensive view of the candidate. The most valuable references are typically direct managers who have observed the candidate's performance over time.

Questions for Reference Checks

In what capacity did you work with [Candidate], and for how long?

Guidance: Establish the reference's relationship with the candidate and the context of their interactions. Understand the reference's perspective and potential biases. Pay attention to the length and recency of the working relationship.

What were [Candidate]'s primary responsibilities in their role?

Guidance: Compare the candidate's description of their role with the reference's account. Look for consistency and any significant discrepancies. This helps verify the scope and level of the candidate's responsibilities.

How would you describe [Candidate]'s strategic thinking capabilities? Can you share an example of when they demonstrated particularly strong strategic insight?

Guidance: Listen for concrete examples that demonstrate the candidate's ability to analyze markets, identify opportunities, and develop effective strategies. Note the impact of their strategic work and how it was received by stakeholders.

How effectively did [Candidate] collaborate with cross-functional teams? What was their approach to building alignment around strategic initiatives?

Guidance: Product Strategists must work effectively across functions to develop and implement successful strategies. Listen for examples of how the candidate navigated organizational dynamics, built consensus, and managed conflicts or disagreements.

What would you say are [Candidate]'s greatest strengths? Can you provide specific examples?

Guidance: Look for alignment between the reference's description of strengths and what you observed in interviews. Pay particular attention to strengths relevant to the Product Strategist role, such as analytical abilities, communication skills, and strategic vision.

In what areas would you suggest [Candidate] focus their professional development? How might we best support their growth in these areas?

Guidance: This question frames development needs constructively and may elicit more honest feedback than asking about weaknesses. Listen for potential concerns about capabilities essential to the role, as well as insights on how to help the candidate succeed.

How would you describe [Candidate]'s impact on the business? What specific contributions or achievements stand out?

Guidance: Focus on tangible outcomes and business impact. Listen for metrics, specific projects, or initiatives where the candidate made a measurable difference. This helps validate their claims about past performance and effectiveness.

On a scale of 1-10, how likely would you be to hire or work with [Candidate] again, and why?

Guidance: This question often reveals the reference's true assessment of the candidate. Pay attention to both the numerical rating and the explanation. Anything below an 8 might warrant follow-up questions to understand concerns more deeply.

Is there anything else you think we should know about [Candidate] to help ensure their success in this role?

Guidance: This open-ended question often yields valuable insights not covered by previous questions. Listen carefully for both explicit recommendations and implicit concerns.

Reference Check Scorecard

Strategic Thinking Capabilities

0: Not Enough Information Gathered to Evaluate
1: Reference describes limited strategic capabilities or primarily tactical focus
2: Reference indicates adequate strategic thinking but lacks exceptional examples
3: Reference confirms strong strategic capabilities with specific supporting examples
4: Reference enthusiastically validates exceptional strategic thinking with multiple impactful examples

Collaborative Leadership

0: Not Enough Information Gathered to Evaluate
1: Reference describes challenges with collaboration or cross-functional relationships
2: Reference indicates adequate collaboration skills with some limitations
3: Reference confirms effective collaborative approach with specific supporting examples
4: Reference enthusiastically validates exceptional collaborative abilities and influence skills

Business Impact

0: Not Enough Information Gathered to Evaluate
1: Reference describes limited or unclear business impact
2: Reference indicates adequate contributions but without exceptional results
3: Reference confirms significant business impact with specific metrics or examples
4: Reference enthusiastically validates transformative business impact with multiple compelling examples

Develop a comprehensive product strategy that increases market share by 15%

0: Not Enough Information Gathered to Evaluate
1: Reference feedback suggests limited ability to drive significant market share growth
2: Reference indicates some ability to grow market share but uncertain about ambitious targets
3: Reference confirms capability to develop strategies that achieve significant market share gains
4: Reference enthusiastically validates exceptional ability to develop strategies that exceed market share targets

Establish a systematic approach to market research and competitive analysis

0: Not Enough Information Gathered to Evaluate
1: Reference feedback indicates limited capabilities in market research and competitive analysis
2: Reference describes basic competence in research and analysis but nothing exceptional
3: Reference confirms strong capabilities in establishing effective market intelligence systems
4: Reference enthusiastically validates exceptional skills in creating sophisticated market insights approaches

Create and implement a prioritization framework aligned with business objectives

0: Not Enough Information Gathered to Evaluate
1: Reference feedback suggests limited ability to effectively prioritize
2: Reference describes basic prioritization capabilities but possible limitations
3: Reference confirms effective prioritization aligned with business objectives
4: Reference enthusiastically validates exceptional prioritization frameworks that drove business results

Build collaborative relationships with cross-functional leaders

0: Not Enough Information Gathered to Evaluate
1: Reference indicates challenges in building effective cross-functional relationships
2: Reference describes adequate relationships but possible limitations in influence
3: Reference confirms strong collaborative relationships across functions
4: Reference enthusiastically validates exceptional relationship-building capabilities and influence

Identify and validate at least two significant new market opportunities annually

0: Not Enough Information Gathered to Evaluate
1: Reference feedback suggests limited ability to identify significant opportunities
2: Reference describes some ability to identify opportunities but may focus on incremental ones
3: Reference confirms capability to identify multiple significant market opportunities
4: Reference enthusiastically validates exceptional talent for uncovering high-value market opportunities

Frequently Asked Questions

How should I prepare for interviewing a Product Strategist candidate?

Review the job description and interview guide thoroughly before conducting interviews. Familiarize yourself with the key competencies: Strategic Thinking, Analytical Rigor, Market Orientation, Communication & Influence, and Collaborative Leadership. Prepare to ask follow-up questions that probe for specific examples demonstrating these skills. Consider reviewing our guide on how to conduct a job interview for additional preparation tips.

What's the most important competency to evaluate for a Product Strategist?

While all the competencies are important, Strategic Thinking is foundational for this role. A Product Strategist must be able to develop long-term product visions that align with company goals while addressing market needs. Look for candidates who can articulate how they've identified opportunities that others missed and successfully navigated complex business landscapes. Their ability to connect product initiatives to broader business objectives is essential.

How can I distinguish between a Product Manager and a Product Strategist?

Product Strategists typically operate at a more strategic level with a longer time horizon than Product Managers. While Product Managers focus on executing the roadmap and delivering specific features, Product Strategists develop the overarching vision and direction that guides these roadmaps. In your interviews, look for candidates who demonstrate exceptional market insight, can identify long-term trends, and have experience developing product strategies that created sustainable competitive advantage.

What if the candidate lacks specific experience in our industry?

Focus on transferable skills and strategic thinking capabilities rather than specific industry experience. A strong Product Strategist can apply their strategic framework across different domains. Look for evidence of how quickly they've adapted to new industries in the past and their approach to learning new markets. Their analytical process, strategic thinking, and collaborative skills are often more important than domain-specific knowledge, which can be acquired.

How should we structure the case study to get the most insight?

Design the case study to reflect realistic challenges in your business while being accessible to candidates without insider knowledge. Focus on evaluating their strategic thinking process rather than specific domain expertise. The most revealing case studies require candidates to analyze a market opportunity, identify key customer segments, develop a strategic approach, and outline an implementation roadmap. Pay attention to their analytical framework, how they handle uncertainty, and how they balance short-term needs with long-term vision.

What red flags should I watch for when interviewing Product Strategist candidates?

Watch for candidates who focus exclusively on tactical execution without demonstrating strategic vision, struggle to articulate how their strategies connected to business outcomes, show limited understanding of market dynamics, or describe primarily working in silos rather than collaborating across functions. Another concern is candidates who can't provide specific examples of how they've measured the success of their strategies or learned from failures.

How do we ensure we're hiring a Product Strategist who can execute, not just theorize?

Look for candidates who can describe both the strategic vision they developed and how they translated that vision into actionable roadmaps. Ask for specific examples of strategies they've implemented, challenges they encountered during execution, and how they measured success. The case study portion of the interview process is particularly valuable for assessing this balance between strategic thinking and practical implementation.