
An inside look at how the New York Times builds product | Alex Hardiman (CPO, the New York Times)
Alex Hardiman (guest), Lenny Rachitsky (host)
In this episode of Lenny's Podcast, featuring Alex Hardiman and Lenny Rachitsky, An inside look at how the New York Times builds product | Alex Hardiman (CPO, the New York Times) explores inside The New York Times: Building Mission-Driven Products At Scale Alex Hardiman, Chief Product Officer at The New York Times, explains how the company builds digital products that serve both a business model and a civic mission to inform the world. She contrasts mission-driven product work at the Times with her experience at Facebook, including the post-2016 election reckoning with misinformation. The conversation covers the Times’ bundle strategy (news, games, cooking, sports, audio, shopping), its unique collaboration model between product and newsroom, and detailed stories like integrating Wordle and building COVID tools under extreme pressure. Throughout, Alex emphasizes how product teams at the Times define impact through both subscriptions and real-world societal outcomes.
Inside The New York Times: Building Mission-Driven Products At Scale
Alex Hardiman, Chief Product Officer at The New York Times, explains how the company builds digital products that serve both a business model and a civic mission to inform the world. She contrasts mission-driven product work at the Times with her experience at Facebook, including the post-2016 election reckoning with misinformation. The conversation covers the Times’ bundle strategy (news, games, cooking, sports, audio, shopping), its unique collaboration model between product and newsroom, and detailed stories like integrating Wordle and building COVID tools under extreme pressure. Throughout, Alex emphasizes how product teams at the Times define impact through both subscriptions and real-world societal outcomes.
Key Takeaways
Anchor product strategy in a clear mission, then let business goals serve that mission.
At the Times, subscription growth and engagement are pursued explicitly to support the mission of seeking truth and strengthening democracy, which shapes prioritization, product decisions, and how impact is defined.
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Organize around cross-functional missions that include editorial leaders, not just tech roles.
Consumer product missions at the Times include PMs, engineers, designers, data, and crucially editors, enabling products that marry journalistic judgment with strong UX and data-driven decision-making.
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Turn one-off experimental formats into scalable platforms once you see real signal.
Highly bespoke interactive stories and visualizations often start as newsroom experiments; a dedicated storytelling product team then abstracts successful patterns into reusable tools and systems across the report.
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Treat acquisitions like Wordle with extreme care for user trust and product “magic.”
The Times rewrote Wordle in its stack, added free account sync to preserve stats and streaks, and carefully surfaced it across properties—while learning hard lessons about edge cases like the “fetus” puzzle during the Roe v. ...
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In crises, be ready to blow up roadmaps and rapidly reorient around emergent needs.
During COVID, the Times pivoted overnight to build a national case dataset, local data tools, and free critical coverage, reallocating engineers and product teams to match the urgency and societal stakes of the moment.
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Use editorial quality signals as inputs to algorithms, not just engagement metrics.
Unlike platforms that mostly optimize for engagement, the Times trains ranking systems on editorial importance scores and journalistic expertise, then optimizes distribution while preserving quality and trust.
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Guard against burnout by ruthlessly prioritizing and intentionally stopping work that doesn’t matter.
Beyond extra time off and benefits, Alex stresses that the most powerful lever against sustained crisis fatigue is making hard calls on focus—reducing context switching and clarifying the small set of truly essential initiatives.
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Notable Quotes
“Our impact and our business goals are in service of our mission, which is to seek the truth and help people understand the world, not the other way around.”
— Alex Hardiman
“These are actually the conditions where product managers, I think, thrive—taking crazy inputs and creating a structured model to find the most important problems to solve.”
— Alex Hardiman
“When you’re a product manager here, you’re driving metrics like engagement or subscribers, but you’re also trying to help stories find their real audience in ways that trigger a whole different side of mission and purpose-driven impact.”
— Alex Hardiman
“At Facebook, we controlled the software and the distribution but we didn’t control the content. At The Times, we own our journalism, our distribution, and our products.”
— Alex Hardiman
“We want to build the essential subscription for any curious English-speaking person around the world who really wants to know what’s happening and make great decisions.”
— Alex Hardiman
Questions Answered in This Episode
How does the Times balance algorithmic personalization with the editorial judgment needed to expose readers to important but less “clickable” stories?
Alex Hardiman, Chief Product Officer at The New York Times, explains how the company builds digital products that serve both a business model and a civic mission to inform the world. ...
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What trade-offs has the product team faced when mission-driven decisions conflict with short-term revenue or growth opportunities?
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How might the Times’ bundle evolve—what new categories or formats could logically join news, games, cooking, sports, and audio?
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In hindsight, what would Alex change about the way she and Facebook approached news and misinformation after the 2016 election?
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What organizational or cultural shifts are still needed for product and editorial teams to collaborate even more effectively without compromising newsroom independence?
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Transcript Preview
One thing that's really interesting is that our impact and, like, our business goals are in service of our mission, which is to seek the truth and kind of help people understand the world, not the other way around. And so what it means is that the way that we, you know, think about impact is (laughs) growing a giant subscription business, that business exists to strengthen and inform democracy at a time when people are struggling to understand basic facts and struggling to understand each other. And that means that, you know, impact for us is growing subscribers, but it's also when a deeply in- you know, reported story triggers an important policy change or a new law. And so when you're a product manager, you're involved, again, in, like, driving specific metrics, like engagement or subscribers, but you're also trying to help stories find their real audience in ways that trigger just this whole different side of- of mission and purpose-driven impact, and I didn't feel that when I was at a place like Facebook. (instrumental music)
Welcome to Lenny's Podcast. I'm Lenny, and my goal here is to help you get better at the craft of building and growing products. Today, my guest is Alex Hardeman. Alex is chief product officer at The New York Times, where she leads teams that build the company's news, cooking, games, audio, and advertising products. Prior to this role, she was chief product officer at The Atlantic, and before that, she spent two years at Facebook, where she led their news product amongst other things. As you'll hear in our conversation, Alex has been at the center of the storm so many times, including at Facebook right after the 2016 election, then at The New York Times right as COVID hit. She shares so many stories and insights about how The New York Times builds products, what it's like for product teams to work with journalists, what's good and bad about working at a company like The New York Times versus a FAANG tech type company, and also how they went about acquiring and integrating Wordle. I had such a blast doing this interview, and I hope that you enjoy it as much as I did. With that, I bring you Alex Hardeman. Today's episode is brought to you by Miro. Creating a product, especially one that your users can't live without, is damn hard. But it's made easier by working closely with your colleagues to capture ideas, get feedback, and being able to iterate quickly. That's where Miro comes in. Miro is an online visual whiteboard that's designed specifically for teams like yours. I actually used Miro to come up with a plan for this very ad. With Miro, you can build out your product strategy by brainstorming with sticky notes, comments, live reactions, voting tools, even a timer to keep your team on track. You can also bring your whole distributed team together around wireframes, where anyone can draw their own ideas with the pen tool or put their own images or mockups right into the Miro board. And with one of Miro's ready-made templates, you can go from discovery and research to product roadmaps to customer journey flows to final mocks. Want to see how I use Miro? Head on over to my Miro board at miro.com/lenny to see my most popular podcast episodes, my favorite Miro templates. You can also leave feedback on this podcast episode and more. That's miro.com/lenny. This episode is brought to you by Athletic Greens. I've been hearing about AG1 on basically every podcast that I listen to, like Tim Ferriss and Lex Fridman, and so I finally gave it a shot earlier this year, and it has quickly become a core part of my morning routine, especially on days that I need to go deep on writing or record a podcast like this. Here's three things that I love about AG1. One, with a small scoop that dissolved in water, you're absorbing 75 vitamins, minerals, probiotics, and adaptogens. I kind of like to think of it as a little safety net for my nutrition in case I've missed something in my diet. Two, they treat AG1 like a software product. Apparently, they're on their 52nd iteration, and they're constantly evolving it based on the latest science, research studies, and internal testing that they do. And three, it's just one easy thing that I can do every single day to take care of myself. Right now, it's time to reclaim your health and arm your immune system with convenient daily nutrition. It's just one scoop in a cup of water every day, and that's it. There's no need for a million different pills and supplements to look out for your health. Make it easy, Athletic Greens is gonna give you a free one-year supply of immune-supporting vitamin D and five free travel packs with your first purchase. All you have to do is visit athleticgreens.com/lenny. Again, that's athleticgreens.com/lenny. Take ownership over your health and pick up the ultimate daily nutritional insurance. (instrumental music) Alex, thank you for being here. Welcome to the podcast.
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