Pursuit Builders and staff gathered at The New York Times headquarters for an evening of candid conversation, learning, and connection with product leaders shaping one of the world’s most influential digital platforms.
At Pursuit, our mission is rooted in a simple but urgent belief: the tech industry has generated enormous opportunity, but too many New Yorkers — especially those from low-income backgrounds — have been excluded from its benefits. Our programs are designed to change that by equipping learners with the AI skills, confidence, and networks needed to build lasting careers in tech.
Through the event, learners gained real insight into:
What a “day in the life” of a product manager actually looks like
How professionals navigated non-traditional pathways into tech careers
How to connect their own lived experiences and strengths to meaningful work
How to access real job opportunities at organizations like NYT
The evening featured a standout case study from Lauren Rosenfield, Director of Product for NYT Cooking, who shared how her team is scaling human expertise with AI to better serve millions of readers. That was followed by a panel of product leaders across News, Games, Growth, and more, moderated by Dao Nguyen, SVP and Head of Digital Advertising Products.
Panelists spoke honestly about:
Transitioning into product from backgrounds like consulting, education, startups, and program management
Navigating tough challenges such as building organizational alignment, balancing data with editorial judgment, and defining new product spaces
The underrated skills that matter most in product: communication, adaptability, and the courage to say “I don’t know”
Practical advice for breaking in, including finding sponsors, doing the job before you have the title, and building trust through strong work
Events like this are not just inspirational, they’re breaking down structural barriers. They expand networks, demystify career paths, and create tangible bridges between talented individuals and employers.
We’re deeply grateful to the NYT product, HR, and organizing team for opening their doors, sharing their time, and investing in the next generation of tech talent. And we’re proud of our learners, who showed up with curiosity, thoughtfulness, and ambition.
This is what ecosystem-level impact looks like: organizations working together to ensure that the future of tech is shaped by people as diverse, thoughtful, and resilient as the communities we serve.