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Help users identify, attract, and hire exceptional product managers and engineers by shifting from passive HR processes to a founder-led, high-intensity recruitment strategy.
Passed 22 of 22 test cases with the skill, and 19 of 22 without it.
and 2 more in the full report
3 fixed19 passed either way0 still failing0 broke
Tokens, turns and time describe resource use, not a dollar price.
One of 3 test cases the skill fixed. Same model, same prompt, with and without the skill.
When designing equity versus base salary compensation options for incoming candidates, how should we segment who receives equity-heavy offers?
| Checked | Without skill | With skill |
|---|---|---|
| Segment equity offers using candidate preference predictor models. | Missed | Passed |
The instructions your model reads when the skill loads.
Build a high-leverage product organization by sourcing, evaluating, and closing the top 1% of talent.
Help the user with hiring world-class product talent using insights from 21 guests and posts across Lenny's Podcast and Newsletter.
Anton Osika: "Being a generalist, I think much more important than it used to be. If I'm putting together a product team today, I would really obsess about getting as many skill sets as possible for each person I hire."
In the AI era, individuals who can span multiple disciplines effectively provide more value than narrow specialists, allowing teams to remain lean and fast.
Dmitry Zlokazov: "Everyone is striving for talented, skillful, smart people. Revolut values way more raw intellect and this unquenched hunger to build things rather than experience."
Prioritize high cognitive ability and a relentless drive to build over traditional industry experience or specific years of PM history.
Lauren Ipsen: "I think it’s trying to work a little bit backwards and think about, what is the actual outcome that we are trying to solve for with this hire? Or are we just hiring a head of product because we feel like we need to hire a head of product? That’s so often what I see is the board’s telling me we need to hire a head of product and I don’t necessarily think that we do, or I’m not exactly sure what we need in this role."
Success requires defining the specific business outcomes and 'spikes' needed for a role rather than simply seeking a prestigious pedigree.
Luc Levesque: "Well, I think you reach a point in your career where you realize that hiring is the skill you now need to become world-class at because you're not no longer doing the work yourself. You're still of course involved and doing some of the work and getting your hands dirty, but the bulk of your team's success now will be the quality of the hires you make and you truly need to be world-class at that."
Closing high-impact candidates requires involving the entire executive team and even engaging with the candidate's family to build trust.
From "Examples of great job postings": "You don’t have many opportunities to break through the noise, and considering the meh’ness of most job postings, putting extra effort into creating a remarkable (i.e. worth remarking about) job posting is a high ROI investment."
Treat job postings as high-leverage marketing assets that explain the product vision and the specific impact a candidate will have.
test cases passed, vs 19 / 22 without
More skills from the same source and nearby in the registry, with their headline benchmark lift.