First round with the COO was interesting and strategic - eg discussing why they're keen to move from sales-led to product-led growth. Second round with the CTO (/CPTO) was a series of methodology questions, and they had clear expectations of what a right and wrong answer looked like. Interview questions included: What format would you use for a user story? When would you use Kanban Vs Scrum? How do you apply lean principles? Give an example of a time you've applied agile principles Not questions that get to the heart of your ability to think about and manage a product (in my view), very focused on frameworks/methodologies, and quite junior questions for an SPM role. I withdrew from the process after this interview as it was clear our ways of working weren't aligned. Additionally, the ambition (to move to a PLG model) would require experience that I don't have, as well as significant buy-in across the company.