L3VLUP
All resources

What to read to understand technology and product.

Smaller than the finance collection on purpose: everything here is something a working product manager, engineer or researcher would actually put in your hands. Each entry carries the concept to notice and where it shows up in an interview.

21 books and 1 documentary, on 5 shelves.

Or follow a path

Five to seven of these, in an order, for one kind of candidate. Faster than reading a shelf and better than guessing.

Narrow the collection

All 22 entries, on 5 shelves.

Product judgment and customer discovery

The shelf for anyone interviewing into product. All four are arguing the same thing from different directions: the expensive mistake is not building it badly, it is building the wrong thing well.

Inspired: How to Create Tech Products Customers Love

Marty Cagan
EssentialBookStart here

What to notice. An empowered team is given a problem, not a feature list.

The book product managers are assumed to have read. It is most useful for the distinction between a team that is handed a roadmap and one that is handed an outcome, which is the difference most candidates cannot articulate.

Where it shows up in a room

Asked how you would run discovery, the answer that names risks in order, value then usability then feasibility then viability, comes straight from here.

Next: Product management prep

The Mom Test

Rob Fitzpatrick
EssentialBookStart hereAn evening

What to notice. Ask about what people already did, never about what they would do.

A short, practical book on customer conversations that do not produce flattering nonsense. The rule it is named for is the most portable idea in this collection.

Where it shows up in a room

Any product case that starts with talk to users is really testing whether you know how to ask a question that cannot be answered politely.

Continuous Discovery Habits

Teresa Torres
RecommendedBookIntermediate

What to notice. Discovery is a weekly habit, not a phase before the build.

The operational version of the argument: what a product trio does every week, and how an opportunity solution tree keeps a team from jumping to the first idea.

Where it shows up in a room

The opportunity solution tree gives you a structure for a product case, and structure is what those cases are scored on.

Escaping the Build Trap

Melissa Perri
RecommendedBookIntermediate

What to notice. Shipping is an output. Nobody is paying for outputs.

Why organisations measure how much they ship instead of what changed, and what has to be true structurally for that to stop. The most useful of the four if you are interviewing into a large company.

Where it shows up in a room

Asked how you would measure success, the output against outcome distinction is the whole answer and most candidates give the output.

Next: Build a metrics tree

How software actually gets built

Useful whether or not you write code. A product manager who understands why a change is expensive argues better, and an engineer who can name what makes a team fast interviews better.

Creative Selection

Ken Kocienda
RecommendedBookStart here

What to notice. Good software is chosen between demos, not specified in advance.

How software was actually made inside Apple, demo by demo. A rare engineer’s-eye account, and good preparation for a product interview.

Where it shows up in a room

It gives you a concrete answer to how you would decide between two designs when neither can be proven better on paper.

The Pragmatic Programmer

David Thomas and Andrew Hunt
EssentialBookStart here

What to notice. Most engineering judgement is about what will be expensive to change later.

The closest thing the profession has to a shared book of craft. Read it for the habits and the vocabulary rather than the specific technologies, which have moved on.

Where it shows up in a room

It supplies the language for the part of a system design interview that is not about scale: coupling, reversibility and what you would leave flexible.

Next: Software engineering prep

A Philosophy of Software Design

John Ousterhout
RecommendedBookIntermediateAn evening

What to notice. Complexity is what you must hold in your head to make a safe change.

A short argument about deep modules and shallow interfaces that disagrees, usefully, with a lot of received advice about small functions. Worth reading for the disagreement alone.

Where it shows up in a room

Having a defensible opinion about interface design, and knowing which orthodoxy you are arguing against, stands out in a design round.

Accelerate

Nicole Forsgren, Jez Humble and Gene Kim
RecommendedBookIntermediate

What to notice. Speed and stability rise together. The trade-off is the myth.

The research behind deployment frequency, lead time, change failure rate and recovery time. It is the only book here with a defensible empirical claim about what makes teams fast.

Where it shows up in a room

Asked how you would tell whether an engineering organisation is healthy, four measured numbers beat an impression.

Platforms, networks and marketplaces

Why some businesses get harder to catch as they grow and most do not. This is the shelf that connects a product seat to the valuation question, and it is where technology and finance interviews meet.

Zero to One

Peter Thiel and Blake Masters
RecommendedBookStart hereAn evening

What to notice. Competition and profit rarely occupy the same market.

A short, contrarian argument for monopoly as the only durably profitable position. Read it as a thesis to argue with rather than accept, which is also how it is most useful in a room.

Where it shows up in a room

Venture interviews want to hear what would stop this being competed away. The answer lives in this argument, agreed with or not.

Next: Venture capital prep

Platform Revolution

Geoffrey Parker, Marshall Van Alstyne and Sangeet Paul Choudary
EssentialBookIntermediate

What to notice. A platform sets rules for a transaction it does not perform.

The mechanics of two-sided markets: who subsidises whom, why one side is priced at zero, and what actually creates a network effect as opposed to merely a large user count.

Where it shows up in a room

It is the difference between saying a company has network effects and being able to say which side of the market they run on.

The Cold Start Problem

Andrew Chen
RecommendedBookIntermediate

What to notice. Network effects start in one small market, never across the whole one.

The honest sequel to the theory: how a network is actually started, city by city or campus by campus, and what usually kills it before it tips.

Where it shows up in a room

Asked how you would launch a marketplace, the atomic network answer is far stronger than a marketing plan.

Next: Unit economics lab

Hooked

Nir Eyal with Ryan Hoover
For the curiousBookStart hereAn evening

What to notice. Habit is built from a trigger, an action, a variable reward and an investment.

A model of habit-forming product design, and a fair question about where persuasion becomes manipulation. Useful and worth being uneasy about, which is the right way to read it.

Also relevant, from another shelf: WeWork: Or the Making and Breaking of a $47 Billion Unicorn.

AI, data and the silicon underneath

Three layers of the same story: the machines, the models, and what they do once they are pointed at people. The last two entries are the ethics reading, and they are here rather than on a shelf of their own because the consequences are not a separate subject from the technology.

Chip War

Chris Miller
EssentialBookStart here

What to notice. One company in the Netherlands is a single point of failure for everything.

How semiconductors became the chokepoint of the world economy. The most useful single book for anyone covering technology, and increasingly for anyone covering anything.

Where it shows up in a room

Export controls and supply concentration now appear in technology, macro and credit interviews alike, and this is the one book that covers all three.

Genius Makers

Cade Metz
RecommendedBookStart here

What to notice. Deep learning won a decades-long argument, then was bought in a weekend.

The history of how neural networks went from an academic backwater to the centre of the industry, told through the people. The best available context for why the field looks the way it does.

Where it shows up in a room

Knowing why the field ignored this approach for thirty years is a better answer to why now than anything about compute alone.

Next: AI engineering prep

The Coming Wave

Mustafa Suleyman and Michael Bhaskar
RecommendedBookIntermediate

What to notice. Containment is the problem, and it has no precedent that worked.

Artificial intelligence and synthetic biology framed as a containment problem rather than a product one. The most frequently cited book in technology interviews this cycle.

Where it shows up in a room

It is the reference everyone reaches for, so having a specific disagreement with it is worth more than having read it.

The Alignment Problem

Brian Christian
EssentialBookIntermediate

What to notice. A system optimises the objective you wrote, not the one you meant.

The clearest non-technical account of why specifying what we want is the hard part. It is a research history as much as an ethics book, which is what makes it credible.

Where it shows up in a room

Asked what could go wrong with a model you have proposed, reward misspecification is a concrete failure mode rather than a worry.

Weapons of Math Destruction

Cathy O’Neil
RecommendedBookStart here

What to notice. A model trained on a biased outcome will reproduce it at scale.

What happens when opaque scoring systems are pointed at sentencing, hiring and credit. Written by a quant who left finance for exactly this reason, which is why it lands harder than most of the genre.

Where it shows up in a room

Any model that touches people invites a fairness question, and naming proxy variables is a specific answer where most are vague.

Founders, cultures and the way they fail

Four company stories and one aviation disaster. Read them together and the pattern is the same each time: an incentive was set, nobody changed it, and the culture bent around it until something broke.

The Hard Thing About Hard Things

Ben Horowitz
RecommendedBookStart here

What to notice. There is often no good option, only the least bad one taken quickly.

Running a company when every available option is bad. Useful for venture and growth interviews, where the question is about operators rather than multiples.

Where it shows up in a room

Asked what you look for in a founder, the answer about decision speed under bad information comes from here.

Bad Blood

John Carreyrou
EssentialBookStart here

What to notice. Secrecy presented as protecting the technology is the warning sign.

The Theranos investigation by the reporter who broke it. The documentary is the faster version; this is the one that shows how the evidence was actually assembled.

Where it shows up in a room

It is the best answer to what you would verify independently, because it lists exactly what nobody verified.

Super Pumped: The Battle for Uber

Mike Isaac
RecommendedBookIntermediate

What to notice. Growth at any cost is a culture, and it is priced in later.

How a company scaled faster than almost any before it and what that did internally. The governance story matters more than the personalities, and the book is good on both.

Where it shows up in a room

Asked about founder control and board structure, this is where dual-class shares stop being a footnote in a prospectus.

Elon Musk

Walter Isaacson
For the curiousBookIntermediateA long haul

What to notice. Deleting the requirement comes before optimising the part.

A long, close-range biography. Useful in technology interviews as a case study in risk tolerance and in what that tolerance does to an organisation.

Downfall: The Case Against Boeing

2022
EssentialDocumentaryStart hereAn evening

What to notice. Financial discipline applied without limit eventually eats the engineering.

What happens when cost-out programmes and buybacks are run against an engineering culture. The lag between the decision and the damage appearing is the part worth sitting with.

Where it shows up in a room

It is the strongest available answer to what a metric can destroy, which comes up in product, engineering leadership and research interviews alike.

Also relevant, from another shelf: The Inventor: Out for Blood in Silicon Valley.