Behavioral question
Which of the Twilio magic values appeals most to you? Which ones would you find challenging to adjust to?
- Twilio
- Behavioral
- Medium
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What this question tests
Whether you know the company's stated values well enough to react to them personally and specifically, not generically.
How to approach it
- Clarify with the interviewer or recall Twilio's actual magic values, such as wear the customer's shoes, be an owner, and write it down, since a genuine answer requires knowing them.
- Pick one value that genuinely resonates with a specific past experience, not just the easiest-sounding one.
- Explain why it resonates using a concrete example from your own work, not an abstract restatement of the value.
- Pick a second value you would find genuinely challenging, and explain honestly why, showing self-awareness rather than a fake weakness.
- Describe a concrete step you'd take to grow into that harder value, showing intent to improve, not just naming a flaw.
- Tie both answers back to how you'd operate as a PM at Twilio specifically, not generic PM behavior.
What a strong answer includes
- Demonstrates real familiarity with Twilio's specific values rather than describing generic company values.
- Backs the resonant value with a concrete story from past work, not just an abstract agreement.
- Picks an honestly challenging value and explains the real reason it's hard, showing self-awareness.
- Offers a specific, believable plan to grow into the harder value, not a vague commitment to improve.
Common mistakes
- Naming a value that sounds good but giving no concrete example connecting it to your own experience.
- Picking a fake-humble challenge, like caring too much about customers, that isn't a real growth area.
Likely follow-up questions
- Can you give a specific example of wearing the customer's shoes in a past role?
- How have you already started working on the value you find challenging?
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More questions from Twilio
Learn the skill behind it
Chapters of the AI PM course that teach what this question tests.
- Chapter 13: Lead the room: staff moves, forward-deployed PM, and the portfolio
- Chapter 14: Get the job: the AI PM interview loop