Candidates describe the Ericsson Product Manager interview as behavioral and fit-focused, with project delivery questions and some telecom context. The two who gave a total reported four or five rounds, and timelines ranged from roughly three weeks to three months.
$160K
Avg. Base Comp
$210K
Avg. Total Comp
4-5 rounds
Typical Rounds
3-13 weeks
Process Length
Candidates who describe the Ericsson Product Manager interview mostly call it behavioral and fit-focused. Questions reported across accounts include why you want Ericsson, where you see yourself in five years, and how you handled a difficult situation or problem. One candidate was also asked why they were leaving their current job. Expect to talk about people more than product frameworks.
Several reports point to stakeholder skills. One candidate was asked about conflict management and working with high-level managers. Another was asked how they stay organized under stress and how they stay engaged when they are not involved in every discussion. Culture fit and working in a multicultural environment also came up.
The depth of domain questions varies from one account to the next. One candidate described a smart-city business case that tied the conversation to Ericsson's industry. Another faced network-domain questions covering PMP basics, agile scrum master concepts, PI planning, risk registers and even L2 topics, along with a project that went over budget and how they handled scope. A third described no case studies at all.
To prepare, write concise stories about a difficult project, a conflict with a senior stakeholder, and your reasons for choosing Ericsson. Have a rough framework ready for a telecom or smart-city business case. If anything about the role scope is unclear, one candidate advises getting it confirmed in writing early. Timing also varied widely, so ask your recruiter for the schedule up front.
Synthesized from 9 candidate reports by our editorial team.
Had an interview recently?
Share your experience. Unlock the full guide.
Real interview reports from people who went through the Ericsson process.
I interviewed for a Product Manager role at Ericsson over three rounds spanning several weeks. The first stage was a recruiter screen focused on my background and interest in the role, then I moved to a hiring manager conversation that was heavily technical and rooted in my past experience. The final round was a panel interview with the hiring manager, HR, and heads from different business units — this was where things got intense.
Before the panel round, I was asked to prepare a business case to present during the interview. I spent time crafting a solid narrative, but when I got into the room, the panel didn't follow my structure as cleanly as I'd hoped. They interrupted frequently with questions, some directly tied to my case and others that felt tangential — asking about my leadership style, how I'd handle certain scenarios, and probing my product thinking from unexpected angles. It felt less like a presentation and more like a stress test to see how I'd adapt under pressure.
The interview process emphasized technical depth and product lifecycle management knowledge. They wanted to understand not just what I'd done, but how I thought about product strategy, execution, and cross-functional leadership. The panel format was definitely the hardest part — juggling multiple stakeholders with different priorities while staying composed was challenging. If you're interviewing here, don't just memorize your business case. Prepare to defend it, pivot it, and answer seemingly unrelated questions about your leadership philosophy without losing your train of thought.
Prep tip from this candidate
Prepare a strong business case, but treat it as a foundation for dialogue, not a script. The panel will interrupt with behavioral and strategic questions that may not directly relate to your case — practice staying composed and connecting your answers back to your product thinking and leadership approach.
Share your own interview experience to unlock all reports, or subscribe for full access.
Sourced from candidate reports and verified by our team.
Topics based on recent interview experiences.
Featured question at Ericsson
Write a query to forecast each project's budget and label it overbudget or within budget
| Question | |
|---|---|
| Bagging vs Boosting | |
| Hurdles In Data Projects | |
| Random Forest Explanation | |
| Xgboost vs Random Forest | |
| Client Solution Pushback | |
| The Longest Journey | |
| Azure Kubernetes Infrastructure | |
| Why Do You Want to Work With Us | |
| Your Strengths and Weaknesses | |
| k-Means from Scratch | |
| Regularization and Validation | |
| Backpropagation Explanation | |
| 2nd Highest Salary | |
| Size of Joins | |
| Cyclic Detection | |
| Justify a Neural Network | |
| Closed Accounts | |
| Success Measurement | |
| Target Indices | |
| Portfolio Platform Architecture | |
| Testing Price Increase | |
| CNNs vs Intensity-Based Features | |
| String Palindromes | |
| Netflix Price | |
| Merge N Sorted Lists | |
| Relational Migration | |
| Precision and Recall | |
| Lasso vs Ridge | |
| Out of Stock Inventory |
Synthesized from candidate reports. Individual experiences may vary.
Some candidates describe an opening phone interview that stays fairly general. One was asked about people management and situations from their day-to-day work. Another had a phone interview before an onsite round, with questions across the process about why Ericsson and how they stay organized in a stressful workplace. Two candidates said they came in through an employee referral. Expect to explain your motivation clearly and briefly.
Reports describe a hiring manager or managerial conversation about current work, skills and project management in practice. One candidate was asked about complex, fast-moving mobile network projects. Another was asked why they wanted to join Ericsson and where they saw themselves in five years, with an emphasis on enthusiasm and culture fit.
One candidate with four rounds described a technical team round and a global team round after the hiring manager. Topics included scope, a project that went over budget, risk registers, PMP and agile basics, PI planning and L2 network concepts, which that candidate found the hardest part. Other candidates did not report this kind of depth.
Candidates describe onsite interviews or a final HR round. One had a schedule of five interviews, mostly one or two a day, split between HR and team members, covering conflict management, working with senior managers and a smart-city business case. Another was invited onsite about two weeks after the phone screen. One was told an offer would follow within about five working days, while another had to chase for an update.
