Here are the five companies I'd have on my radar in October 2026.

1. Modal

What they do: Cloud infrastructure built specifically for AI applications, the platform AI apps run on.

The signal: Modal raised a $750 million Series D this month at a $15.75 billion valuation. Their annualized run rate has passed $1 billion, up 15x in a single year, and their usage has tripled in five months. They serve companies like Anthropic, DoorDash, Ramp, and Cognition.

Why now: Growth like this breaks teams. When usage triples in five months, every function, engineering, product, go-to-market, operations, needs reinforcements at the same time. That's exactly when hiring managers are most receptive.

Apply: https://jobs.ashbyhq.com/modal

2. Databricks

What they do: The data and AI platform that large companies use to build with their own data.

The signal: 377 open roles right now, the third-most of any tech company tracked in October. More than 20,000 organizations use Databricks, including over 60% of the Fortune 500.

Why now: Databricks is big enough to offer stability and brand value, but it's still private and still hiring like a growth-stage company. Roles span sales, engineering, and product, and a quarter of the openings are remote.

Apply: https://www.databricks.com/company/careers

3. Ramp

What they do: Corporate cards and software that automate how companies spend money.

The signal: Ramp is the fastest-growing fintech employer right now, with 169 open roles and a valuation that just hit $60 billion. Crucially, they're not just backfilling, they're expanding into new product lines: AP automation, international payments, and AI-powered expense tools.

Why now: New product lines mean new teams, and new teams mean hiring managers building from scratch rather than replacing one departure. Those are the roles where a strong, motivated candidate can beat a "perfect" resume.

Apply: https://ramp.com/careers

4. Mercury

What they do: Online banking built for startups and tech companies.

The signal: Mercury has been profitable for multiple consecutive quarters, genuinely rare for a startup, and is valued at $5.2 billion. They have roughly 75 open roles, including product managers building real banking infrastructure.

Why now: Profitability changes the hiring equation. Mercury isn't hiring to burn runway; it's hiring because the business is working. Those roles tend to be more durable, and the teams more stable, than at companies hiring on hype.

Apply: https://mercury.com/jobs

5. Labelbox

What they do: The training and evaluation infrastructure behind frontier AI models, the systems labs use to teach and test their models.

The signal: They closed a $100M+ Series E this month at a $1.25 billion valuation. They're profitable and growing 5x year over year, serving over 90% of the top US AI labs.

Why now: Every AI lab's bottleneck is high-quality training data and evaluation. Labelbox sells the picks and shovels for that bottleneck, which means their growth is tied to the entire AI industry's growth, not one company's roadmap.

Apply: https://labelbox.com/company/jobs/

How I'd approach these applications

Apply in the window right after a raise. Headcount gets approved when funding lands. The first two to four weeks after an announcement are when recruiters are under the most pressure to fill seats.

Skip the cold portal when you can. Find the hiring team on LinkedIn, send a short note about why this company and why now, and reference the momentum, the raise, the growth, the new product line. It signals you did your homework, which already puts you ahead of most applicants.

Lead with their story, not yours. "Your run rate grew 15x this year and you're building out X, here's where I'd contribute" beats a generic cover letter every time.

Good luck, and if you land an interview at one of these, I want to hear about it.

— Mike

“This job market is impossible. People are pivoting careers, trying something completely new, or taking a break. What are you trying next? Why?”

The responses were fascinating.

One person was leaving academia for product management. Another was moving from engineering into science. A software engineer was nervous about becoming a PM. Someone was leaving tech for filmmaking.

Another person was exploring opportunities in civil engineering because of the earning potential.

And one simply said: “Learning about what I want to do next!”

Different backgrounds, but everyone seemed to be asking the same question:

“What do I actually want to do with my career?”

We put too much pressure on ourselves to figure it out early.

When I studied economics at Columbia, I was convinced I wanted to work in finance.

It was prestigious, paid well, and seemed like the logical path.

There was just one problem.

I hadn’t actually done the job yet.

I was making career decisions based on what I imagined the work would be like.

Eventually, after observing people in different roles and following my curiosity, I found my way into tech.

I started in product marketing at AWS, moved into product management, joined a startup, got laid off, and eventually landed at Google.

None of that was part of my original plan.

And I’m grateful it wasn’t.

Changing careers doesn’t mean starting over.

One person was struggling to transition from Big Four consulting into product management. Another was a software engineer nervous about making the same move.

I understand why. The job market is competitive, and employers often want candidates who’ve already done the exact job.

But your experience doesn’t disappear when your job title changes.

Consultants bring problem-solving skills. Engineers bring technical expertise. Academics bring research and analytical thinking.

The challenge is learning how to translate those skills into something new.

And sometimes the smartest pivot is a gradual one. You don’t have to quit your job tomorrow to explore something different.

Curiosity might be a better career compass than certainty.

At 30, I’ve realized that the more I experience, the less convinced I am that anyone has everything figured out.

I love product management.

But I’ve also discovered that I love creating content, mentoring people, and building businesses.

Five years ago, I couldn’t have predicted any of that.

And five years from now? Who knows.

I’ve learned that sometimes you can’t think your way into the right career. You have to experience your way there.

We often treat career pivots like failures, as if changing your mind means you wasted the last five years.

But maybe you learned something. Maybe your priorities changed. Maybe you’re simply a different person today.

You don’t have to spend the rest of your life doing something just because you spent the last five years getting good at it.

Your career isn’t a straight line. And maybe it was never supposed to be.

What are you thinking about trying next, and what’s stopping you?

— Mike

They’re demanding more flexibility. They care too much about work-life balance. They aren’t loyal to employers. They want higher pay, faster promotions, meaningful work, and somehow still want to log off at 5.

The easy conclusion is:

Gen Z just doesn’t want to work.

But the research tells a much more interesting story.

First: Gen Z may not actually be that different.

One of the biggest problems with generational research is separating generation from age.

If you survey a 23-year-old Gen Z employee and compare them with a 55-year-old Gen X employee, are their different priorities really because one is Gen Z?

Or because one is 23 and the other is 55?

A 2012 meta-analysis examined 20 studies covering nearly 20,000 workers across multiple generations. Researchers looked at job satisfaction, organizational commitment, and intention to leave.

Their conclusion?

Generational differences were generally small and, in many cases, essentially zero.

In other words, some behaviors we call “Gen Z behavior” may simply be young employee behavior.

But our relationship with work

has

been changing.

One particularly interesting study followed a different approach.

Researchers compared more than 16,000 American high-school seniors surveyed in 1976, 1991, and 2006.

Because everyone was roughly the same age when surveyed, researchers could better separate age from generational differences.

They found that leisure became increasingly important across generations while work centrality declined. (Sage Journals)

And remember: the youngest group in that study was Millennials, not Gen Z.

So Gen Z didn’t invent the idea that:

“My job shouldn’t be my entire life.”

They may be continuing a shift that started decades before they entered the workforce.

The economy matters, too.

There’s another possibility that gets much less attention.

Maybe workers aren’t changing because of their generation.

Maybe they’re responding to a changing workplace.

A 2019 study using U.S. General Social Survey and International Social Survey Programme data tried to separate three effects: age, generation, and historical period.

The researchers found surprisingly few meaningful differences between generations.

What mattered much more consistently was the period in which people were working.

In more recent periods, Americans placed greater importance on job security, high income, and opportunities for advancement, which the researchers argue is consistent with those rewards becoming harder or less certain to obtain. (PubMed Central (PMC))

That’s an important distinction.

When young workers demand better pay, stability, flexibility, or career growth, we shouldn’t automatically assume:

“That’s just Gen Z.”

Some of those demands may be rational responses to the labor market they’re entering.

So is Gen Z actually different?

Probably in some ways.

But the evidence makes sweeping generational stereotypes difficult to defend.

Some differences come from being young.

Some come from the economy and workplace of the moment.

Some appear to be part of long-term cultural changes in our relationship with work.

And some may genuinely be generational.

The more interesting question, then, isn’t:

“Why doesn’t Gen Z want to work?”

It’s:

“Why do we expect a 23-year-old entering the workforce in 2026 to think about work the same way someone entering it in 1986 did?”

Maybe Gen Z isn’t rejecting work.

Maybe they’re renegotiating what role work gets to play in their lives.

And recently, I’ve noticed something.

Cold applying feels like it’s working less and less.

You find a job on LinkedIn.

You spend an hour tailoring your resume.

You submit the application.

And then…nothing.

No recruiter screen. No rejection. Sometimes not even an automated email.

The problem isn’t necessarily that you’re unqualified.

It’s that applying has become incredibly easy while there’s fewer open opportunities.

A single role can attract hundreds, or even thousands, of applicants. Your resume is now competing for attention in an increasingly crowded inbox.

So if I were searching for a job today, I wouldn’t make cold applications my primary strategy.

I’d focus on two paths.

Path #1: Get someone to pull you in

Network with people at companies you actually want to work for.

Not:

“Can I pick your brain?”

Instead, build genuine relationships.

Talk to people doing the job you want. Learn about their team. Ask thoughtful questions. Demonstrate that you’ve done your homework.

Then, when the right role opens, you’re not just another resume in the pile.

Someone inside the company knows your name.

Maybe they refer you.

Maybe they send your resume directly to the hiring manager.

Maybe they simply tell you about the opening before you would have found it yourself.

Path #2: Build something that pulls opportunities toward you

This is the strategy I think more job seekers are underestimating:

Build a brand online.

You don’t need 50,000 followers.

You need the right 50 people to know what you’re good at.

If you’re a product manager, write about product.

If you’re a designer, share your work.

If you’re an engineer, build things and explain how you built them.

If you’re trying to break into an industry, document what you’re learning.

Your LinkedIn profile stops being a digital resume and starts becoming proof of work.

And eventually, something interesting can happen:

Instead of always looking for opportunities, opportunities start finding you.

Recruiters DM you.

Hiring managers recognize your work.

People refer you without you asking.

Your network compounds.

The job search is becoming a distribution problem.

Being qualified still matters.

Having a great resume still matters.

Applying still matters.

But increasingly, being qualified isn’t enough if nobody knows you exist.

So yes, keep applying.

But don’t spend 100% of your job search clicking Apply.

Spend just as much time figuring out how to become someone people already know, or can easily discover, when the right opportunity opens.

Don’t just apply for opportunities. Build a system that brings opportunities to you.

Some of the most credentialed people in America are graduating from some of the best universities in the world and still struggling to find jobs.

And I think it raises a much bigger question:

What happens when doing everything “right” is no longer enough?

The numbers are pretty surprising

Let’s start with recent college graduates broadly.

The job market for new college graduates has gotten noticeably worse.

According to the Federal Reserve Bank of New York, the unemployment rate for recent college graduates (ages 22 to 27 with at least a bachelor’s degree) reached about 5.6% in Q2 2026.

For comparison, it was 3.6% in March 2019.

And unemployment only tells part of the story.

In Q2 2026, roughly 42% of employed recent college graduates were underemployed, meaning they were working in jobs that typically don’t require a college degree.

Now look at the very top of the education market.

You might assume that graduating from Harvard Business School, Stanford GSB, Wharton, or another elite MBA program guarantees you a great job.

It doesn’t.

For Harvard Business School’s Class of 2025, 90% of MBA graduates seeking employment had received an offer within three months of graduation. Only 84% had accepted one.

At Stanford GSB, 90% of job seekers received an offer within three months, but just 81% had accepted one.

Across the seven M7 business schools, about 90.1% of job seekers received an offer within three months.

To be clear: these are still extremely good employment outcomes.

And there is a positive trend over the past 2 years:

But think about what those numbers mean.

You can be smart enough to get into Harvard or Stanford.

You can have years of professional experience.

You can spend two years earning one of the most prestigious graduate degrees in the world.

And three months after graduating, you can still be searching for the right job.

That’s worth paying attention to.

I don’t think the conclusion from this data should be:

“College is useless.”

Or:

“An MBA isn’t worth it.”

That’s way too simplistic.

Education still matters. Prestigious schools still create enormous advantages through their brands, alumni networks, recruiting pipelines and access to opportunities.

The more interesting lesson is that credentials alone are becoming less sufficient.

For decades, credentials were one of the strongest signals employers had.

A degree from a selective university communicated:

“This person is probably smart.”

“They can work hard.”

“They were selected by another prestigious institution.”

“They probably have the skills to succeed here.”

Those signals still matter.

But employers now have access to an enormous pool of credentialed candidates.

And candidates have access to technology that makes applying to hundreds of jobs easier than ever.

That creates an interesting problem:

When everyone looks qualified on paper, how does an employer decide who actually gets the job?

Increasingly, you need something beyond the credential.

We’re moving from credentials toward evidence

I think the candidates who will have the biggest advantage over the next decade will understand one major shift:

Don’t just tell employers you’re capable. Give them evidence.

Let’s say two candidates apply for a Product Manager job.

Candidate A has a great school, a PM certification and several relevant courses.

Candidate B has some of those things too, but they also built a product.

They interviewed users.

They wrote a PRD.

They prioritized features.

They launched something.

They can explain what went wrong and what they learned.

Which candidate gives the hiring manager more information?

Usually Candidate B.

The same principle applies outside product management.

If you’re interested in marketing, run a campaign.

If you’re interested in data, analyze a real dataset.

If you’re interested in AI, build something with AI.

If you’re interested in design, redesign a product and explain your decisions.

Your degree tells me what you studied.

Your work shows me what you can do.

Relationships matter more when everyone looks good on paper

There’s another uncomfortable reality of competitive job markets:

The harder it becomes to distinguish candidates from their resumes, the more valuable trusted relationships become.

Imagine receiving 1,000 applications for one position.

Maybe 200 candidates meet the basic qualifications.

Maybe 50 look genuinely strong.

Reading another 50 resumes doesn’t necessarily make the decision easier.

But then someone on your team says:

“I’ve worked with this person. They’re excellent.”

That signal is incredibly valuable.

That’s why I think job seekers need to stop thinking about networking as something separate from applying.

Your network is part of your job-search strategy.

That doesn’t mean messaging random people:

“Hey, can you refer me?”

It means building genuine professional relationships before you desperately need them.

Ask people about their work.

Learn how their teams operate.

Understand what skills companies actually value.

Help other people when you can.

Stay in touch.

Over time, those relationships become career leverage that can’t be captured in a resume.

AI makes this even more interesting

There’s another factor we can’t ignore: AI.

AI makes candidates more productive.

It can help you find jobs, research companies, improve a resume, prepare for interviews, write code and build projects.

But employers have access to the same technology.

That means the bar doesn’t necessarily go down.

It may actually go up.

If everyone can use AI to write a polished cover letter, the polished cover letter becomes less valuable as a signal.

If everyone can create a decent resume, having a decent resume becomes table stakes.

If everyone can build something faster, employers may increasingly expect candidates to have built something.

AI can democratize access to skills while simultaneously increasing competition.

That’s why learning how to use these tools is important, but simply using AI isn’t going to differentiate you forever.

So what should job seekers actually do?

I think the modern career portfolio has five components:

Credentials + Skills + Proof of Work + Relationships + Distribution

Credentials help establish credibility.

Skills allow you to actually do the job.

Proof of work demonstrates those skills.

Relationships create trusted pathways into opportunities.

And distribution, your ability to make your work visible, helps opportunities find you.

Most people disproportionately focus on the first two.

They get another degree.

Another certification.

Another course.

Another bullet point for the resume.

But increasingly, the biggest opportunities may come from improving the other three.

Build something.

Document it.

Share what you’re learning.

Meet people doing the work you want to do.

Help them.

Develop a reputation in your field.

Give people reasons to remember you.

The career ladder isn’t disappearing

I don’t think we’re entering a world where education doesn’t matter.

And I definitely don’t think people should look at difficult employment numbers and give up.

We’re entering a world where education alone may not carry as much of the burden as people were taught it would.

The old formula was:

Get the credential → get the opportunity → prove yourself.

The emerging formula looks more like:

Get the skills → prove them → build relationships → create visibility → earn the opportunity.

That’s harder.

But there’s also something empowering about it.

Your career doesn’t have to be determined entirely by whether one university admitted you at 18 or whether one company hired you at 22.

You have more ways than ever to create evidence that you’re good.

And that may become one of the most important career skills of the next decade.

Your degree can get you into the arena.

But increasingly, you’re still going to have to prove you belong there.

And lately, I’ve noticed the questions aren’t really:

“What does a Product Manager do?”

They’re much more specific.

Do I need a master’s degree?

Can I transition from DevOps or cybersecurity?

What about from business analyst?

How do I know if I have product sense?

Should I become a Forward Deployed PM instead?

How do I make an internal transition without making it obvious that I want to leave my team?

What should I actually be learning right now?

I understand why.

Breaking into product has never had one obvious path.

I studied economics. I didn’t graduate with a degree in “Product Management”. I don’t think that exists but let me know if I’m wrong.

I didn’t start my career as a software engineer.

My path eventually took me through product marketing, product management, a startup, and now building technical products at Google.

So if I were trying to break into product today, here’s how I’d think about it.

1. First: you probably don’t need another degree

Someone recently messaged me asking whether they should pursue a master’s in project management to break into the field.

My first question would be:

What specific door will the degree open that you can’t open without it?

I’m not anti-degree. There are absolutely situations where graduate school makes sense.

But I wouldn’t default to spending tens of thousands of dollars and potentially years of my life because I feel like I need another credential before I’m “qualified.”

Especially in product.

I’d first spend 6–12 months trying to create evidence that I can actually do the job.

Can you identify a real customer problem?

Can you talk to users?

Can you analyze data?

Can you prioritize between competing problems?

Can you write a clear product requirement?

Can you work with engineers and designers?

Can you ship something?

Those are much more interesting signals to me than another line under “Education.”

Don’t confuse learning product management with getting credentialed in product management.

They’re not necessarily the same thing.

2. Your current career might be closer to PM than you think

Another question I received was from a DevOps and security engineer wondering whether they could transition into PM.

My answer was immediately: yes.

Especially for technical product roles.

Think about what a DevOps or security engineer already brings:

• Technical fluency

• Systems thinking

• Cloud/security expertise

• Root-cause analysis

• Cross-functional collaboration

Those aren’t skills you need to throw away.

They’re your advantage.

The question becomes: What’s missing?

Maybe it’s customer discovery.

Maybe it’s product strategy.

Maybe it’s prioritization.

Maybe it’s communicating a roadmap to executives.

Maybe it’s understanding product metrics.

The same exercise works for almost any adjacent role.

A business analyst probably already has experience with requirements, stakeholders, processes and data.

A consultant probably has structured problem solving and executive communication.

A product marketer probably understands customers, positioning, launches and markets.

An engineer already understands how products actually get built.

Instead of asking:

“How do I start over and become a PM?”

I’d ask:

“Which PM skills do I already have, and what’s the smallest gap I need to close?”

That’s a completely different career strategy.

3. Product sense isn’t something you’re born with

A 17-year-old recently asked me how they could figure out whether they “have product sense.”

I loved this question.

Because I think people sometimes talk about product sense like it’s some mysterious gene great PMs are born with.

I don’t think it is.

It’s a skill.

And like most skills, you can get better at it.

Start paying attention to the products around you.

Every time you use one, ask:

Who is this actually for?

What problem are they solving?

Why did the company design it this way?

What tradeoff did they make?

What would I change?

What would happen if they made that change?

This is actually one of my favorite parts of being a PM.

I’ll use a product once and immediately start dissecting it.

Why is this button here?

Why are they asking me to sign up now?

Why isn’t this feature available?

Why did they prioritize this instead of something that seems obvious?

The more products you analyze, the more patterns you start seeing.

Then go one step further:

Build things.

You can create prototypes and functional products faster today than at almost any other point in history.

Find a problem.

Talk to five people who experience it.

Build something small.

Put it in front of them.

Watch them use it.

Figure out what you got wrong.

Change it.

Congratulations.

You’re practicing product management.

4. If you’re already inside a company, use that advantage

Someone else asked how to approach PMs at their company without making it seem like they’re trying to jump ship after only five months.

I’d actually think about this differently.

You don’t have to walk up to someone and announce:

“I WANT YOUR JOB.”

Be curious.

Ask a PM how their team works.

Ask if you can sit in on a customer call.

Learn how your current work connects to their roadmap.

Volunteer for a cross-functional project.

Ask whether there’s a small problem you could help investigate.

Build relationships before you need something from those relationships.

And, importantly, be great at your current job.

Internal mobility becomes much easier when people already know you’re someone who delivers.

Over time, you start accumulating product experience before your title ever says “Product Manager.”

Then, when the right opportunity opens, you’re not introducing yourself to the product organization for the first time.

They already know you.

5. Understand which kind of “PM” you actually want to be

There’s another layer to this now because the definition of “PM” is expanding.

For example, Forward Deployed Product Manager roles have become increasingly interesting to people who love the intersection of customers and technology.

But I wouldn’t automatically treat Forward Deployed PM and traditional Product Management as interchangeable.

If what energizes you is getting deep into a customer’s environment, understanding their specific problem and working closely with technical teams to deploy a solution, a forward-deployed role could be a great fit.

If what you want is broader ownership of a product—roadmap, prioritization, customer problems, strategy, features and long-term direction—traditional PM may be closer to what you’re looking for.

Neither is inherently better.

They’re different jobs optimized for different strengths.

That’s why one of the most important questions isn’t:

“How do I become a PM?”

It’s:

“What kind of work do I actually want to spend my days doing?”

6. If I had 6–12 months, I’d focus on proof—not preparation

One follower based in Nigeria asked me what they should focus on over the next 6–12 months to become competitive for global remote PM opportunities.

My answer applies far beyond remote roles.

If I had a year, I’d want to emerge with undeniable proof of work.

I’d focus on five things:

1. Product thinking

Learn how to move from customer problem → insight → prioritization → solution → measurement.

2. Technical fluency

You don’t necessarily need to become a software engineer.

But I’d want to understand APIs, databases, cloud concepts, system architecture and, increasingly, how modern AI products actually work.

3. AI fluency

Not just prompting ChatGPT.

Build with AI.

Understand what models are good at and bad at.

Learn the basics of agents, context, evaluation and AI product design.

The goal isn’t to become an AI researcher.

It’s to become the PM who can sit in a room with engineers and meaningfully contribute to the conversation.

4. Communication

Great PMs spend an enormous amount of time communicating.

Writing.

Presenting.

Persuading.

Aligning people who don’t report to them.

Explaining complicated ideas simply.

This becomes even more important if you’re competing for distributed or global roles.

5. Shipping

This is the big one.

At some point, stop taking courses.

Build something.

It doesn’t need 100,000 users.

I’d rather see someone say:

“I interviewed 15 job seekers, discovered this problem, built a prototype, got 30 people to use it, realized my original assumption was wrong and changed the product.”

That’s an incredibly rich PM story.

You can talk about discovery.

Prioritization.

Technical decisions.

Tradeoffs.

Metrics.

Failure.

Iteration.

That’s what the job actually looks like.

7. Don’t spend forever “getting ready”

This is probably the biggest mistake I see aspiring PMs make.

Another course.

Another certification.

Another book.

Another framework.

Another month of preparation.

Eventually, preparation starts feeling productive because it’s safer than actually doing the thing.

I’d rather you spend three months building something imperfect than three months collecting certificates telling people you know how to build products.

Courses can teach you frameworks.

Books can teach you how great PMs think.

Mentors can help you avoid mistakes.

But eventually:

You have to practice.

So, how do you know if PM is right for you?

You don’t have to know immediately.

Try the work.

Do you enjoy talking to customers and figuring out what they actually need?

Do ambiguous problems energize you or drive you insane?

Do you like bringing technical, business and user perspectives together?

Can you make decisions when there’s no obviously correct answer?

Do you enjoy influencing people even when you don’t manage them?

Do you find yourself obsessing over why certain products work and others don’t?

That last one is a big one for me.

I genuinely lose sleep thinking about why some products win while others disappear.

Why did ChatGPT take off while so many AI products didn’t?

Why did TikTok win in short-form video?

Why do some products with objectively frustrating user experiences still dominate their markets?

Sometimes it’s product.

Sometimes it’s timing.

Sometimes it’s distribution.

Sometimes it’s network effects.

And sometimes the “best” product doesn’t win at all.

The longer I work in product, the more I realize that success is almost never about simply building great features.

It’s solving the right problem, for the right customer, at the right moment—and actually figuring out how to get that solution into their hands.

That’s why I still love product management.

Every product feels like a giant puzzle waiting to be solved.

And if you’re trying to figure out whether this career is for you, I’d spend less time worrying about whether you have the perfect background.

Start solving puzzles.

Please note that the order and timing of these steps might vary for each candidate. I hope this transparency is helpful!

1. Application Submission: First thing is first, prepare your resume/LinkedIn and tap into your network for referrals (college and professional relationships)! There’s a debate over whether it’s best to apply early or once referrals are locked in. My rule of thumb is that if you don’t have a referral ready to go ahead of the application going live, just apply right away. Referrals are great but 70-80% of candidates still land roles by applying directly with a standout resume.

2. Recruiter Screen: If your application is shortlisted, a recruiter will reach out for an initial phone screen. This typically takes about 30 minutes, and you can expect to discuss your background, knowledge of the PM role, and interest in the company.

3. Phone Interview: Next is the phone interview with a current PM. This usually lasts 45 minutes and focuses on either a product sense, analytical, or behavioral problem.

4. On-site Interviews (or Virtual): If you pass the phone interview, you'll be invited for a series of on-site or virtual interviews. This can include 3-5 interviews, each lasting about 45 minutes, covering product design, analytical thinking, technical understanding, and behavioral questions.

5. Hiring Committee Review: After your interviews, your performance is reviewed by a hiring committee. This is a thorough process that can take weeks. Something that is often overlooked here is 'culture fit'.

6. Team Matching: Some companies have a team matching stage. Teams are ultimately looking to see if your specific product experience aligns with their team's needs and if they will enjoy working with you.

7. Offer Stage: If you pass the hiring committee review and you're matched with a team, you'll move to the offer stage, where you'll discuss compensation and other details with your recruiter. This can take 1-2 weeks to finalize.

Comment ‘APM’ and I’ll DM you my interview with an APM at a top company where we discussed:

- the application process

- how he created a top resume

- how he prepared for interviews

- how he navigated team matching

I’ve gone through the latest openings, and these three stand out because they come from companies with strong PM cultures, excellent mentorship, and recognizable brands that can open doors throughout your career.

Let’s dive in.

1. Salesforce — Associate Product Manager (APM) Intern (Summer 2027)

📍 Location: San Francisco, CA
🎓 Eligibility: Students graduating Winter 2027 or Spring 2028
💰 Pay: $46–59/hour (plus eligible benefits) (Salesforce)

Why this role is exciting

Instead of spending your internship writing documentation or managing backlogs, you’ll join a real product team building AI-powered products across Agentforce, Einstein, and Data Cloud. Interns spend 12 weeks working alongside engineers, designers, and senior PMs while receiving mentorship from company leaders. (Salesforce)

What you’ll work on

• Defining customer problems using research and product data

• Building AI and autonomous agent experiences

• Partnering with engineering and design to ship features

• Presenting product strategy to stakeholders

• Learning how AI products are built at enterprise scale (Salesforce)

Ideal candidate

Salesforce is looking for students who are:

• Curious about AI and LLMs

• Strong analytical thinkers

• Comfortable working cross-functionally

• Interested in building enterprise software

Application deadline: July 24, 2026. (Salesforce)

Apply

2. Lenovo — Associate Product Manager (Hybrid AI Platform)

This role is perfect for candidates who want exposure to one of the fastest-growing areas in technology: enterprise AI infrastructure.

Rather than building consumer apps, you’ll work on Lenovo’s Hybrid AI Platform, helping define products that enable businesses to deploy and manage AI workloads across cloud and on-prem environments.

Why this role stands out

You’ll gain experience in:

• AI infrastructure

• Enterprise platforms

• Product strategy

• Cross-functional execution

• Working alongside engineering teams building next-generation AI solutions

If you’re interested in the intersection of AI, cloud infrastructure, and enterprise software, this is an excellent place to start your PM career.

Apply

3. Databricks — Associate Product Manager (New Grad 2027)

Databricks has quickly become one of the hottest infrastructure companies in AI.

Its platform powers data engineering, machine learning, analytics, and generative AI for thousands of companies—including many of the world’s largest enterprises.

Why this role is exciting

As an Associate Product Manager, you’ll help shape products used by data scientists, engineers, and AI teams around the globe.

You’ll likely gain experience in:

• Customer discovery

• Product strategy

• Technical product development

• AI and machine learning platforms

• Cross-functional leadership

Databricks is known for moving quickly, solving technically challenging problems, and giving early-career PMs meaningful ownership.

If you’re interested in AI infrastructure or developer tools, this is one of the strongest APM opportunities available this recruiting season. (Reddit)

Apply

Final Thoughts

Breaking into product management is competitive but every year, a handful of companies invest heavily in developing future product leaders.

These three programs all provide opportunities to:

• Learn from experienced PMs

• Work on real products used by millions

• Build credibility early in your career

• Develop the skills needed for future PM roles at top tech companies

If you’re eligible, I’d recommend applying sooner rather than later. The strongest PM programs often receive thousands of applications within the first few weeks.

Good luck and if you land an interview, let me know. I’m always rooting for more aspiring PMs to break into tech.

1. I post consistently

I publish almost every day, which signals to brands that I’m an active creator who understands what performs.

Consistency also gives brands confidence that I can reliably deliver quality content on tight timelines.

Why brands care: Less execution risk.

2. My content drives action, not just views

I intentionally optimize my videos with strong hooks and clear CTAs.

Whether it’s comments, DMs, clicks, newsletter sign-ups, or applications, my audience is used to taking action after watching my content.

That makes brand CTAs feel natural instead of forced.

Why brands care: Better campaign performance.

3. I have genuine authority in my niche

I’m not just creating career content.

I actively work as a Product Manager in big tech, and regularly share practical PM frameworks, hiring advice, and content strategy.

I also don’t hide those credentials, they reinforce why people trust my recommendations.

Brands want to associate themselves with credible experts, not just creators.

Why brands care: Trust transfers from the creator to the brand.

4. My audience is highly targeted

I don’t have a general audience.

Most of my audience consists of:

• aspiring Product Managers

• college students

• early-career professionals

• people trying to break into tech

That audience happens to overlap with customers for:

• AI companies

• SaaS products

• productivity tools

• education companies

• finance software

• career platforms

A niche audience is often worth far more than a larger, less-focused audience.

Why brands care: Higher relevance = better ROI.

5. My production quality has improved

Compared to a year ago, my videos have:

• stronger storytelling

• cleaner edits

• better pacing

• stronger hooks

• better lighting

• more natural brand integrations

Brands increasingly see my videos as creative assets they can also use in paid advertising.

Why brands care: They get both content and creative.

6. I’ve built social proof with recognizable brands

Every successful campaign reduces risk.

Once brands see companies like Notion, HP, LinkedIn, Figma, and others trusting me, it becomes much easier for them to justify approving larger budgets.

People naturally trust creators other respected brands already trust.

Why brands care: Lower perceived risk.

7. Bigger campaigns naturally command bigger budgets

My highest-paying campaigns aren’t simply “one Reel.”

They’re usually tied to:

• major product launches

• enterprise companies

• fast turnarounds

• multiple deliverables

• cross-platform distribution

• usage rights

• collaboration across several stakeholders

The deliverable might look simple, but the campaign isn’t.

Why brands care: They’re funding an entire marketing initiative, not just a post.

8. I price strategically instead of guessing

My pricing has become systematic.

As a rule of thumb, my baseline has grown roughly with my audience (around $1,000 per 10,000 Instagram followers), and then I add separate fees for things like:

• paid usage

• allowlisting/whitelisting

• exclusivity

• TikTok cross-posting

• LinkedIn distribution

• Stories

• expedited timelines

• additional revision rounds

• extended licensing

Instead of negotiating one number, I’m pricing each component of the partnership.

Why brands care: It’s easier to customize a package than argue over one flat fee.

9. I negotiate like a business owner

Early on, I mostly negotiated the total price.

Now I negotiate:

• revision limits

• payment terms

• usage windows

• exclusivity

• deliverables

• timelines

• licensing

• production expectations

That positions me more like a creative partner than an influencer.

Why brands care: Professional creators are easier to work with and usually produce better outcomes.

10. Demand has created leverage

The biggest difference from a year ago is that opportunities now come to me consistently.

I’m no longer trying to win every campaign.

I’m choosing the right partnerships.

That changes every negotiation because I’m willing to walk away if the scope, budget, or terms don’t make sense.

Scarcity naturally increases perceived value.

The bigger picture

When I started, brands were paying for reach.

Today, they’re paying for a combination of:

• A highly targeted audience

• Proven expertise

• Strong creative execution

• Reliable delivery

• Campaign strategy

• Performance-focused content

• Cross-platform distribution

• A professional business partner

That’s why my pricing has grown much faster than my follower count alone would suggest. Followers may get you in the conversation, but trust, execution, and professionalism are what justify premium rates.

Follow along on Instagram

📍 Location: Brighton, MA (Hybrid)

💰 Salary: $82,000–$129,600

Why apply?

• Build products for one of the world’s largest athletic brands

• Work cross-functionally with Design, Merchandising, Marketing, and Development

• Great opportunity if you’re interested in consumer products, apparel, or sports

Apply:
https://jobs.newbalance.com/global/en/job/R40155/Apparel-Associate-Product-Manager-Training-and-Klutch

💳 American Express — Associate, Digital Product Management

📍 Location: Phoenix, AZ (Hybrid)

💰 Salary: $78,000–$124,750

Why apply?

• Build digital products within the Credit & Fraud Risk organization

• Work on AI, fraud prevention, and customer-facing technologies

• Excellent entry point into product management at a Fortune 100 company

Apply:
https://careers.americanexpress.com/en/sites/CX_1/job/26009182

🎟️ StubHub — Associate Product Manager, Marketing Operations & Automation

📍 Location: New York, NY

💰 Salary: Estimated $120,000–$140,000 base (based on comparable NYC Associate PM roles at StubHub; the posting does not publicly list compensation.)

Why apply?

• Build products that power marketing automation and customer engagement

• Partner with Engineering, Marketing, Design, and Data teams

• Gain experience in growth products, experimentation, and automation

Apply:
https://job-boards.eu.greenhouse.io/stubhubinc/jobs/4917872101

My Advice

Don’t wait until the deadline.

The strongest candidates usually apply within the first few days a role is posted, and these companies often review applications on a rolling basis.

If you’re even 70% qualified, I’d still apply. Product teams hire for problem-solving ability and potential—not just a perfect resume.

Know someone who wants to break into Product Management? Forward them this post!

Jane Street’s 2027 Strategy & Product Internship is now accepting applications.

A few highlights:

• Paid 10–12 week summer internship in New York City

• Solve strategic, data-driven challenges that impact the firm’s priorities

• No finance background required—they’re looking for curious, analytical problem solvers

• Open to students graduating in 2028 and available for full-time work after graduation

Jane Street is known for giving interns meaningful ownership, an exceptional learning environment, and exposure to how one of the world’s top quantitative trading firms operates. Applications are reviewed on a rolling basis, and the firm encourages students to apply by September 30. (APPLY)

If you’re serious about landing a top internship in strategy or product, this should be on your application list.

You’ll spend 10 weeks (June–August 2027) working with Capital One’s product teams, solving real customer problems, partnering with engineering and design, and gaining hands-on product development experience. High-performing interns are evaluated for full-time rotational programs after graduation.

Who should apply?

• Current bachelor’s or graduate students graduating by August 2028 or earlier

• Major in CS, Business, Econ, Engineering, related fields

• Interested in product management, strategy, and building customer-centric products

• Available to work in person under Capital One’s hybrid model during the internship

If product management is on your career list, this is definitely one to add to your applications.

Apply Here

I’ll keep this page updated with active opportunities.

T-Mobile Associate Product Manager

Location: Bellevue, WA
Salary: $77,000–$138,900 + 10% bonus + RSUs + benefits
Experience: 0–2 years preferred

Why this role stands out

Unlike many entry-level product roles where you’re mostly supporting senior PMs, T-Mobile expects APMs to own features from end-to-end.

That means you’ll:

• Define customer problems before writing requirements

• Write user stories and acceptance criteria

• Work directly with engineering and design

• Analyze product metrics after launch

• Measure whether your features actually changed customer behavior

• Use AI tools to accelerate documentation and research while still owning product decisions

This is exactly the type of experience recruiters look for when hiring future Product Managers.

What they’re looking for

Ideal candidates have:

• A bachelor’s degree

• 0–2 years of product experience (internships count)

• Strong analytical thinking

• Experience working on cross-functional teams

• Familiarity with Agile

• Excellent written communication

• Curiosity about customer problems—not just building features

Why I like this opportunity

Most APM postings say they want someone to “support the PM.”

This one explicitly says:

Shipping isn’t success. Success is changing customer behavior and proving it with data.

That’s product management.

If you’re trying to land your first PM role, this is the mindset you want to develop.

My application tips

Before applying:

• Tailor your resume around product impact, not responsibilities.

• Quantify everything (“Improved onboarding by 18%” is stronger than “Worked on onboarding”).

• Highlight leadership experiences—even outside internships.

• Include projects where you made product decisions.

• Prepare stories that demonstrate customer obsession and data-driven thinking.

APPLY HERE

Google recently opened applications for its Associate Product Marketing Manager (APMM) program.

For many people, this program has been the launchpad into a career building products that billions of people use every day.

And the compensation is pretty compelling.

• Base salary: $93,000–$133,000

• Plus bonus, equity, and comprehensive benefits

• Full-time role with structured onboarding and career development

If you’re graduating soon or have a few years of experience, it’s worth considering.

What does an APMM actually do?

Product marketers sit at the intersection of product, marketing, sales, and customer insights.

Instead of writing code, they answer questions like:

• Who is this product for?

• Why should customers care?

• How do we launch it successfully?

• What messaging resonates with different audiences?

• How do we grow adoption after launch?

It’s a role that combines strategy, creativity, communication, and data.

If you enjoy storytelling, consumer psychology, branding, or go-to-market strategy, you’ll probably find this work much more interesting than traditional marketing.

Who should apply?

This program is a great fit if you’re:

• A college senior or recent graduate

• Early in your career

• Interested in marketing, business, communications, economics, psychology, or similar fields

• Curious about technology, even if you don’t have a technical background

You don’t need to know how to code.

What Google looks for is strong communication, analytical thinking, leadership, and curiosity.

Four ways to make your application stronger

1. Quantify everything

Instead of saying:

Managed social media.

Say:

Grew Instagram engagement by 42% across six months.

Hiring managers remember impact.

2. Show leadership

Leadership doesn’t have to mean managing people.

Examples include:

• Leading a student organization

• Starting a newsletter

• Organizing events

• Building a side project

• Launching a business

• Running a content page

Initiative stands out.

3. Demonstrate customer thinking

Great marketers obsess over users.

If you’ve conducted interviews, analyzed customer feedback, improved a process, or solved a real customer problem, include it.

4. Research Google’s products

Don’t just say you like Google.

Be prepared to discuss:

• A product you love

• A product you’d improve

• How you would market a new feature

• What differentiates Google’s products from competitors

Specific examples always beat generic answers.

Is the APMM program competitive?

Yes.

Thousands of candidates apply every year.

But every person who receives an offer starts the same way, with one application.

The biggest mistake you can make is assuming you’re not qualified enough to apply.

Apply here!

Good luck, you’ve got this.

Now looking back, I've come to realize a few things:

1. The years I failed to even land an interview at Google were the years I was building my resume and interview skills. While I was eager and empatient, those were preparation years I definitely needed. I wanted it to happen quickly but all great things do take time.

2. AI anxiety is real. My PM peers and I across Silicon Valley are trying to keep up with the latest tools and it can feel like a burden at times.

I see two extreme paths: some are just sitting it out and waiting to see what happens while others are trying every new exciting app. I’m somewhere in the midddle. I have my favorite go-to tools for design and research but I try not to get overwhelmed with every new thing in my feed.

3. I have come to embrace that my career will be full of zigzags and pivots. I'm at a point in my career where I’m now chasing opportunities to learn, not what would look great on a resume. I feel fortunate to be in this position.

4. As an ambitious person who is always looking to grow in my career, I feel a mix of gratitude for even having a job (esp having gone through a layoff myself before) and a desire of wanting to grow in my role.

5. I truly believe creating content is for everyone in corporate to express ourselves and take back control of our destiny. It’s not reserved for anyone special. If you’re thinking about starting your content journey, send me a note.

Join me as I start year 3.

Subscribe

At the time, I had no clue what I was doing.

No content strategy.

No viral playbook.

No idea if anyone would even care.

My goal for 2026 is to hit 50,000 followers.

Right now, we’re at 26K.

And if I’m being real… I still feel behind sometimes.

I see creators growing faster than me.

Posting revenue screenshots.

Hitting milestones quicker.

And there’s always this voice that says:

“If I could just hit the next milestone…”

First it was 10K.

Now it’s 50K.

But the one thing I always come back to?

Actually caring about the people I make content for.

Nothing has been more fulfilling than hearing:

“I landed the interview.”

“I made the career pivot.”

“I got into my dream company.”

That’s what keeps me creating.

So what’s the secret to growing on Instagram?

Don’t ask me 😂

I’m literally trying things in real time. Testing ideas. Being creative. Learning as I go.

And maybe that’s the point.

If you’re scared to start creating because you’re worried about being judged…

That was me too.

Then one day I decided I didn’t care about being perceived or made fun of.

And honestly? That was one of the most freeing decisions I’ve made.

So if you’ve been waiting…

Don’t make a notebook full of video ideas.

Just post one.

Because in the beginning, it feels like pushing a giant rock up a mountain.

But with every push… the slope gets flatter.

So I’m inviting you to join me.

Come along as I figure out content creation in real time.

The wins, failures, experiments, lessons—all of it.

Let’s build together.

Not because I worked 10x harder than everyone else.
Not because I was the smartest person in the room.

It’s because I learned how the game actually works.

And if you play it right…

2026 can be the best performance year of your career.

I’m serious.

So you’re going to have your best performance review in 2026.

And I’m going to help you do it.

But first, quick favor:

If you haven’t already, follow along and come back.
I’m breaking down everything I wish I knew earlier.

Most people rely on their manager to notice their work.

That’s the mistake.

Top performers don’t leave their performance up to chance.
They build systems.

Here are the 3 systems you need:

Step 1: Build a Brag Sheet

This alone will put you ahead of 90% of people.

A brag sheet is where you track:

• Wins

• Metrics

• Projects

• Feedback

• Impact

Not just what you did… but how it moved the business.

Because here’s the truth:

If you can’t quantify your impact, it didn’t happen (in the eyes of leadership).

What to actually track

Use 3 simple lenses:

1. Impact

• What changed because of your work?

• Revenue, growth, efficiency, cost savings, etc.

2. Ownership

• Did you lead it or just contribute?

• Scope matters more than volume

3. Visibility

• Who knows about it?

• (This is where most people fail)

Example

Instead of saying:

“Launched a new feature”

Say:

“Led launch of X feature that increased user retention by 18% and drove +$2.1M annualized revenue”

Same work.
Very different perception.

Step 2: Send Quarterly Updates to Your Org

This is where you separate yourself.

Because doing great work is one thing…

Making sure people know about it is another.

Every quarter, send a simple update:

• What you shipped

• The impact (metrics)

• What you’re working on next

Why this works

Most leadership teams are busy.

They don’t see everything you do.

So if you don’t communicate your wins:

They literally don’t exist.

Simple structure

Keep it short:

• Wins: What you delivered

• Impact: Numbers only

• Next: What you’re driving next

That’s it.

Clarity > length.

Step 3: Monthly Skip-Level or Mentor Meetings

This is the most underrated move.

Every month (or at least every 2 months):

• Meet with your manager’s manager (skip)

• Or a strong mentor in your org

Why this matters

Sometimes your manager:

• Doesn’t have full visibility into leadership priorities

• Can’t always advocate for you at the highest level

But your skip-level?

They know:

• What leadership actually cares about

• What gets promoted

• Where the org is going

What to talk about

Use these conversations to understand:

• What does “next level” actually look like?

• What are the highest priority problems in the org?

• Where can you step up?

This is how you move from:

“doing your job well”

to

“operating at the next level”

Bonus: The mistake most people make

They assume:

“If I work hard, I’ll get promoted.”

That’s incomplete.

Performance =
Impact + Visibility + Alignment

Miss one, and you stall.

If you follow this system…

• You’ll always have proof of your impact

• Leadership will know your name

• You’ll be aligned with what actually gets rewarded

And when review season comes?

You’re not scrambling.

You’re prepared.

Final thought

If you don’t tell the organization the amazing things you’re doing…

They have no idea.

So don’t just do great work.

Make it impossible to ignore.

“I want to reach my first 10K followers.”

That sounds clear.
But it’s still not actionable.

Because you can’t wake up tomorrow and decide to gain 10K followers.

What you can control is what you do every day.

Step 1: Stop tracking the wrong metric

Followers are a lagging indicator.

They’re the result of:

• How often you post

• How good your hooks are

• How relevant your content is

But most people do this:

• Post → check views → get discouraged → stop posting

That’s not a growth strategy. That’s a dopamine loop.

Instead, shift to:

Input over output

Track:

• # of videos posted per week

• # of hooks tested

• # of conversations started

This is exactly the shift that unlocks consistency.

Step 2: Turn your goal into a system

Let’s break down 10K followers.

If one post brings you ~50 followers on average:

You need:

• 200 strong posts

Now spread that out:

• 200 posts ÷ 52 weeks = ~4 posts per week

That’s it.

Your “goal” becomes:

Post 4 times per week for a year

Simple. Repeatable. Controllable.

But I promise if you’re this locked in, you’ll hit 10K in 3-5 months, not a year.

Step 3: Pick a topic you can’t shut up about

Most people fail before they start because they pick a topic that sounds good.

Not one they actually care about.

You need something you:

• Have experience in

• Can talk about without forcing it

• Actually want to help people with

Because here’s the reality:

You’re going to post for months…
And nobody is going to care at first.

If you don’t care about the topic, you will quit.

Step 4: Don’t create, copy (sorda)

You don’t need to be “original.”

You need to be observant.

Instead of guessing:

• Search your niche

• Find videos with high views relative to followers

• Study the first 3–5 seconds

Look for:

• Hook structure

• Pacing

• Topic framing

Then make your version with the rest of the 55 seconds being your own original words.

Not copying.
Translating it through your experience.

Step 5: Obsess over hooks (this is the game)

You’re not competing on knowledge.

You’re competing on attention.

If your first 3 seconds don’t hit:
Nothing else matters.

Weak:

• “Here are tips to grow on Instagram”

Strong:

• “I posted 223 times before anyone cared… here’s what finally worked”

Same idea.
Completely different outcome.

Step 6: Use CTAs to build leverage

Most creators miss this.

They post… and disappear.

Instead:

• Ask people to comment (“comment ‘guide’”)

• Reply to every comment (try out Manychat)

• Turn comments into new content

This does 3 things:

1. Boosts engagement (algorithm signal)

2. Builds real relationships

3. Gives you infinite content ideas

Step 7: Stay grounded in your audience

Don’t guess what people want.

Ask them.

• Do Q&As every 2–3 weeks

• Read every DM

• Notice repeated questions

If 10 people ask the same thing…

That’s not a coincidence.
That’s content.

Step 8: Consistency > intensity

You don’t need to go viral.

You need to stay in the game long enough for something to hit.

This is where most people fail:

• They post for 2 weeks

• Nothing happens

• They quit

Meanwhile, the people you follow?

They posted for months with zero traction.

Step 9: Care (more than you think you need to)

This part is underrated.

If you don’t actually care about:

• The topic

• The people

• The outcome

You won’t last long enough to win.

Because there will be weeks where:

• Nobody comments

• Nobody shares

• It feels like you’re talking to yourself

And the only thing that carries you through that phase…

Is caring.

What this actually looks like in 2026

Not:

• “I hope I hit 10K”

But:

• I post 4–5 times per week

• I test 10+ hooks per week

• I run Q&As every month

• I reply to every comment

• I review my content metrics every Sunday

That’s a system.

It’s not because one company is “nicer.”

It’s a calculated product strategy based on how you experience value.

As a Product Manager, choosing how users enter your product is one of the most important decisions you make.

Here are the 3 models that dominate:

1. Freemium

Example: Spotify

Freemium works when the product becomes part of your daily life.

Think about Spotify: You listen while driving, working, cooking.

They’re okay making little to no money from you at first… because they’re playing the long game.

PM Strategy: Build a habit

The Bet: Once you rely on it daily, you’ll pay to remove friction (ads, limits, watermarks)

2. Free Trial

Example: Hulu

Free trials work when value shows up fast.

Take Hulu: They spend billions on content. Once you watch a show, that value is consumed.

If they let you stay for free, you’d binge everything… and leave.

Free trials also work when a limited version doesn’t show the real value. Users need the full experience to hit that “aha” moment.

PM Strategy: Create urgency

The Bet: Give you 7–30 days to realize it’s worth paying for

3. The Attention Model

Example: Instagram

These apps are free… forever.

Because you’re not the customer.

You’re the product.

They make money by selling your attention to advertisers. The more you scroll, the more they earn.

Charging even $1 would kill growth → fewer users → less content → less revenue.

PM Strategy: Maximize scale

The Bet: Free users are more valuable than paying users

The Bottom Line

Next time you download an app, look at how they let you in.

It tells you exactly how they see your value:

• Freemium → a bet on your habit over time

• Free Trial → a bet on immediate value

• Always Free → a bet on your attention

Defining this entry point isn’t just pricing. It’s the blueprint for the entire product experience.

$1.5B–$134B valuation range

$134K–$651K PM comp range

2026 IPO window

The key insight

Your salary won’t make you rich. Equity will.

Every company in this guide is pre-IPO, has real revenue or real contracts, and operates in a market large enough to produce a $10B+ exit. An early PM with 0.1–1% equity at any of these companies could walk away with $1M+ at a liquidity event. That is a very far fetched opportunity for most people but even a smaller share of equity can make a difference.

A note on timing & equity

For companies above $50B valuation (Databricks, Canva, xAI, Anthropic), IC-level equity upside is limited. The real opportunity is in the $1B–$15B range: Harvey, ElevenLabs, Glean, Decagon, Sierra, Cognition, Runway, and Cerebras all still offer packages where a 5–10x exit translates to $500K–$5M+ for a single PM. Always negotiate equity hard, understand cliff and vesting, and aim for Director level or above at the larger valuations.

Salaries are sourced from Levels.fyi and Glassdoor (March 2026).

My Personal Picks

01 Vercel

🗓 Founded: 2015

🏢 Industry: Developer Infrastructure / Edge Computing / AI

💰 Valuation: $9.3B (Series F, Oct 2025)

💵 PM Total Comp: $168,000 – $252,000

📋 Open Role: Product Manager – Accounts

Why join now: v0 AI product hit $42M ARR in under 18 months. Revenue doubled YoY to $200M ARR. IPO is a question of when, not if — and PM equity at this stage is still meaningful.

02 Ramp

🗓 Founded: 2019

🏢 Industry: B2B Fintech / AI Finance

💰 Valuation: $32B (Nov 2025, Lightspeed led)

💵 PM Total Comp: $170,000 – $325,000

📋 Open Role: Product Manager | Financial Intelligence

Why join now: Over $1B ARR, 100% YoY growth, free cash flow positive. Valuation jumped from $16B to $32B in five months. Serves only 1.5% of its addressable market. IPO feels very close.

03 Rippling

🗓 Founded: 2016

🏢 Industry: HR / IT / Finance SaaS

💰 Valuation: $16B

💵 PM Total Comp: $133,800 – $234,150 base | $374K–$557K total comp

📋 Open Role: Product Manager, IT Products

Why join now: Parker Conrad’s compound startup strategy — one platform replacing five enterprise tools. Massive stickiness and recurring revenue pre-IPO. Total comp at senior levels is exceptional.

04 Databricks

🗓 Founded: 2013

🏢 Industry: Data & AI Platform

💰 Valuation: $134B

💵 PM Total Comp: $153,000 – $210,450

📋 Open Role: Sr. Product Manager, Compute Platform

Why join now: $4.8B ARR growing 55% YoY, free cash flow positive. IPO essentially guaranteed — one of the clearest liquidity events in enterprise tech. PM roles here are very competitive.

05 Canva

🗓 Founded: 2013

🏢 Industry: Design / Consumer SaaS

💰 Valuation: $49B

💵 PM Total Comp: $137,000 – $219,000

📋 Open Role: Product Manager – Video

Why join now: 240M monthly users, profitable, IPO actively targeted for 2026. One of the rare consumer tech companies at this scale that is both growing and cash flow positive.

06 Harvey

🗓 Founded: 2022

🏢 Industry: Legal AI

💰 Valuation: $8B (A16Z led)

💵 PM Total Comp: $178,500 – $241,500

📋 Open Role: Innovation Product Manager

Why join now: Highest-valued legal AI startup. The $50B+ legal market is barely touched by AI. Still early enough for meaningful equity — at 5–10x exit, 0.1–0.25% is life-changing.

07 ElevenLabs

🗓 Founded: 2022

🏢 Industry: Voice AI

💰 Valuation: $11B (Sequoia Series D)

💵 PM Total Comp: $150,000 – $200,000

📋 Open Role: Growth / Product Manager

Why join now: $330M+ ARR, tripled valuation in 2025. Voice AI is embedded in every product category. Early enough that meaningful equity is still on the table for new hires.

High-conviction picks: pre-IPO, real revenue

08 Anthropic

🗓 Founded: 2021

🏢 Industry: AI Safety & Frontier Models

💰 Valuation: $61.5B (Amazon + Google backed)

💵 PM Total Comp: $468,000 – $651,000 total comp

📋 Open Role: Product Manager

09 Deel

🗓 Founded: 2019

🏢 Industry: HR/Global Payroll

💰 Valuation: $17.3B

💵 PM Total Comp: $117,610 – $193,338

📋 Open Role: Sr Director Product Manager

10 Cerebras Systems

🗓 Founded: 2016

🏢 Industry: AI Chips / Hardware

💰 Valuation: $23B (raising $1B Series H 2026)

💵 PM Total Comp: $200,000 – $1,256,250 total comp (PM range wide due to seniority)

📋 Open Role: Product Manager

11 Figure AI

🗓 Founded: 2022

🏢 Industry: Humanoid Robotics

💰 Valuation: $39B

💵 PM Total Comp: $180,000 – $280,000 est.

📋 Open Role: All Roles

12 Kraken

🗓 Founded: 2011

🏢 Industry: Crypto Exchange / Fintech

💰 Valuation: $10B+

💵 PM Total Comp: $140,000 – $185,000 base | up to $590K total comp

📋 Open Role: Staff Product Manager

13 Sierra

🗓 Founded: 2023

🏢 Industry: Customer AI Agents

💰 Valuation: $10B+

💵 PM Total Comp: $180,000 – $260,000 est.

📋 Open Role: Product Manager

14 Glean

🗓 Founded: 2019

🏢 Industry: Enterprise AI Search

💰 Valuation: $7.2B

💵 PM Total Comp: $185,000 – $250,000 est. | median $207K total comp

📋 Open Role: Product Manager

Highest risk / reward… biggest equity upside

15 Decagon

🗓 Founded: 2023

🏢 Industry: Customer Service AI

💰 Valuation: $1.5B

💵 PM Total Comp: $451,000 – $644,000 total comp

📋 Open Role: Product Manager

16 Perplexity AI

🗓 Founded: 2022

🏢 Industry: AI Search

💰 Valuation: $9B

💵 PM Total Comp: $180,000 – $280,000 est.

📋 Open Role: Product Manager

17 Cohere

🗓 Founded: 2019

🏢 Industry: Enterprise LLM Platform

💰 Valuation: $5.5B

💵 PM Total Comp: $160,000 – $240,000 est.

📋 Open Role: VP of Product

18 Cognition AI

🗓 Founded: 2023

🏢 Industry: AI Coding Agents

💰 Valuation: $10B

💵 PM Total Comp: $200,000 – $300,000 est.

📋 Open Role: Business Ops

19 Runway

🗓 Founded: 2018

🏢 Industry: AI Video Generation

💰 Valuation: $4.5B

💵 PM Total Comp: $160,000 – $250,000 est.

📋 Open Role: Product Manager

20 Abnormal Security

🗓 Founded: 2018

🏢 Industry: AI Cybersecurity

💰 Valuation: $5.1B

💵 PM Total Comp: $170,000 – $260,000 est.

📋 Open Role: Product Manager

Compiled by @productmanagermike • March 2026 • Salary data: Levels.fyi & Glassdoor • Equity data: estimated based on stage and round