Fidelity needs to rethink how it approaches Product Management and especially Director positions. Interviews feel more like entry-level quizzes than strategic conversations, with no focus on transformation, process improvement, or scaling. That’s not how you identify real product leaders. Engineering experience is valuable, but Product Management is a different discipline. Promoting engineers into product roles (the two who conducted interviews) without the skills to drive vision, client-centric strategy, and innovation is holding the organization back. And communication matters. If people can’t be clearly understood because of heavy, unadjusted, rapid dialects, collaboration breaks down. You can’t build alignment or momentum when people struggle to follow the conversation. True product leadership is about connecting technology to business outcomes, fostering collaboration, and pushing products — and people — to the next level. Until Fidelity recognizes this distinction, it will keep recycling the same patterns instead of transforming and moving forward.