# Building The New York Times Product Team: The Right Team for the Job

DevFeed: [Building The New York Times Product Team: The Right Team for the Job](<https://devfeed.tech/articles/building-the-new-york-times-product-team-the-right-team-for-the-job-39149.md>)

Original publisher: [Read original article](<https://open.nytimes.com/building-the-new-york-times-product-team-the-right-team-for-the-job-ff9b43222537?source=rss----51e1d1745b32---4>)

Author: The NYT Open Team

Published: 2026-02-11T21:42:32Z

Content type: opinion

Language: en

Sources: [New York Times](<https://devfeed.tech/sources/new-york-times.md>)

Topics: [Product Management](<https://devfeed.tech/topics/product-management.md>), [Users](<https://devfeed.tech/topics/users.md>), [Artificial Intelligence](<https://devfeed.tech/topics/ai.md>)

Tags: [ai](<https://devfeed.tech/tags/ai.md>), [leadership](<https://devfeed.tech/tags/leadership.md>), [mission](<https://devfeed.tech/tags/mission.md>), [product](<https://devfeed.tech/tags/product.md>), [product-management](<https://devfeed.tech/tags/product-management.md>), [skills](<https://devfeed.tech/tags/skills.md>), [teams](<https://devfeed.tech/tags/teams.md>), [users](<https://devfeed.tech/tags/users.md>)

## AI overview

The article introduces The New York Times product team, describing how product managers with varied professional backgrounds use product strategy, analytical rigor, communication, leadership, and execution skills to address reader, business, and organizational needs.

## Source excerpt

Illustration by Giacomo Bagnara By Nikki Larson, Erica Vendetti and Michael Beach Our mission is simple: We seek the truth and help people understand the world. Accomplishing that mission requires each of us to build trust, seek out different perspectives, collaborate respectfully, and continuously strive to deliver the very best in all we do. But what exactly does that mean for Product Managers (PMs)? How do we earn and maintain trust with tens of millions of global readers in an era of misinformation? Where are new readers finding and developing a daily habit with our original reporting? How can Product unlock growth opportunities for our business? How can we help readers connect with their passions by building products like Games, The Athletic or Cooking? How do we use AI to responsibly advance our mission? How do we scale our systems to support breaking news? PMs at The New York Times solve a variety of problems for our readers, our journalists, other product and functional teams. To meet the evolving needs of our almost 12 million subscribers, we rely on a Product team with a wide range of unique backgrounds. It takes creativity and expertise from people in every part of the company to fulfil our mission. So it's not uncommon for our PMs to have started their careers in roles outside of product. To build a world-class Product team, we've hired both PMs by trade as well as those who were previously dancers, consultants, entrepreneurs, journalists, strategists, operations specialists, and engineers. Our diverse experiences fuel the analytical rigor, creativity, communication skills, leadership, and execution skills needed to excel in getting to know our users' needs and leading teams to build solutions to meet them. This post will help introduce you to PMs whose backgrounds outside of Product Management help them excel in their current roles at The New York Times. One guiding framework, many possible solutions While our PMs work on products across the entire busi