When hiring, top firms like McKinsey value a candidate's ability to articulate a deliberate, logical problem-solving process as much as their past successes. Having a structured method shows you can reliably tackle novel challenges, whereas simply pointing to past wins might suggest luck or context-specific success.

Difficulty in the design job market stems not from increased competition, but from companies seeking a perfect "puzzle piece" fit. They are over-filtering for extremely narrow, rigid profiles, often rejecting highly qualified but non-matching candidates.

Theoretical knowledge is now just a prerequisite, not the key to getting hired in AI. Companies demand candidates who can demonstrate practical, day-one skills in building, deploying, and maintaining real, scalable AI systems. The ability to build is the new currency.

To make a hire "weird if they didn't work," don't hire for potential or vibe. Instead, find candidates who have already succeeded in a nearly identical role—selling a similar product to a similar audience at a similar company stage. This drastically reduces performance variables.

A person's past rate of growth is the best predictor of their future potential. When hiring, look for evidence of a steep learning curve and rapid progression—their 'slope.' This is more valuable than their current title or accomplishments, as people tend to maintain this trajectory.

The language of job seeking has shifted. Descriptors like "seasoned," "passionate," or "cross-functional," and emphasizing years of experience, are now seen as fluff. Modern candidates must speak in terms of concrete actions and business outcomes they have driven, focusing on what they have shipped recently.

When hiring, focus on what a person has created, not their stated attributes or background. A great "invention" (a project, a piece of writing, code) is the strongest signal of a great "inventor." This shifts the focus from potential to proven output, as Charlie Munger advised.

For high-level leadership roles, skip hypothetical case studies. Instead, present candidates with your company's actual, current problems. The worst-case scenario is free, high-quality consulting. The best case is finding someone who can not only devise a solution but also implement it, making the interview process far more valuable.

The market correction starting in late 2022 created a large pool of PMs from hyper-growth companies who lack experience in shipping products and driving revenue. This makes demonstrating tangible outcomes, not just "transferable skills," essential for standing out in today's market.