How do you think about the tradeoffs between addressing tech debt and shipping new products/features?

"The process was a short recruiter screen, then a hiring manager round that spent way more time on an older role on my resume than on my current job, plus a rushed mini jam at the end. After that I had to do a take-home deck for an events marketplace prompt and present it in a one-hour jam panel, then go through three more final interviews spread across three days. The loop felt inconsistent because nobody besides the hiring manager was actually from the team, and each interviewer had a completely different style, from rapid-fire generic PM questions to aggressive marketplace probing to a bizarre senior director case. I got rejected, but Uber did send unusually detailed written feedback afterward, which almost made it more frustrating because the strengths section was so strong and the main ding was marketplace economics that felt very insider-specific."

"After the recruiting screen, I had a call with a bar raiser / very senior PM at the company. Hiring manager interview where they dug into my past work experience, strategy, and impact The interview was focused on platform thinking and was pretty challenging but reasonable. The final round included an interview panel session with another PM of a similar level, the hiring manager, and the director of the team I was interviewing for. I walked them through my product proposal and they dug into the technical / UX trade-offs of the decisions I made"