Adil Hussain, Product Manager at the Financial Times, shares what drew him to the FT, the unique challenges of working at the intersection of journalism and technology, and why no two days are ever the same. From reimagining subscriber onboarding to launching AI-powered retention tools, Adil offers a behind-the-scenes look at how product teams shape meaningful experiences for millions of readers worldwide.
What drew you to the Financial Times, and what made the Product Manager role particularly appealing to you?
Initially it was the famous salmon pink and reputable FT brand! I’ve long admired the FT for its sharp, gold standard journalism, so the chance to work here in a digital & product capacity was a no brainer. The prospect of shaping how readers navigate the news and having the freedom to test ideas that keep subscribers engaged made the opportunity an easy yes for me.
What does a typical day look like for you as a Product Manager at the FT, and how does your team contribute to shaping the future of FT products?
Most days start with our quick stand-up, then it’s straight into the mix of strategy and plate-spinning that comes with owning a shared platform like FT.com or the app. One hour I’m mapping next quarter’s goals; the next I’m jumping into a stakeholder chat, triaging a fresh off the press request, or untangling a product question from the newsroom. My team here are mature and are passionate about the future state of FT products and are eager to get stuck in and involved with planning, discovery workshops, breaking down technical work or assisting fellow teams. Each discipline in my team is very collaborative and will get involved with their colleagues to work towards our goals and have a collective impact.
Can you tell us about a recent project you worked on that you're particularly proud of?
Last year I had the opportunity to rethink the subscriber onboarding journey for FT.com. This is a crucial feature to help inform and guide our users' engagement and content discovery. Onboarding started as an opportunity which turned into a product led experimental approach that yielded success for us through every step of the way. From the blue sky thinking, user research, design prototypes, A/B tests & build - everything was done in an extremely collaborative way with a focus on product growth, which quickly proved of value to the business quickly. I'm super proud of my team who were so invested and onboarded (excuse the pun!) onto this idea.
How do you measure success for FT products, considering the unique balance between supporting quality journalism and delivering a great user experience?
Success, especially from a journalism perspective, is composed of two factors:
1. How easy it is for us as product & tech to enable our journalists to create, publish and monitor the best content out there.
2. Ensuring that our content is engaging and relevant for our readers across the web and app.
In a news world that moves so fast with so many competitors, it is our quality journalism that sets us apart. Being able to take this beyond just content and turn it into an experience is crucial for me and so many others here at the FT.
What’s a project you've led that had a meaningful impact on FT readers or subscribers?
The most impactful product launch for me has been our AI powered offers within our cancellation journey. As the product manager leading retention efforts at the time, this was a key initiative that me and my team collaborated closely with others to implement and do it well!. Leading the retention squad, I teamed up with engineers, data scientists, and customer care to personalise options in real time for readers on the verge of leaving. It was challenging, but it reshaped how we approach retention, let us spot at risk trialists sooner, and made our value clearer to subscribers. Now as a business we can enable more readers to stay on the plan that suits them, at the right price, thanks to models we’ve created in-house.
What makes working as a Product Manager in a newsroom environment like the FT different from other industries?
A PM working in a newsroom environment is very unique. Whilst you still may be building products in a conventional way, you’re not just building for user engagement or revenue growth. You are working alongside journalists to ensure editorial integrity and public trust remain at the forefront of any product. Product decisions must respect and work alongside the newsroom mission. There can also be a degree of unpredictability as the news changes, readers' needs change and ultimately so does the product. This means shifting priorities and being flexible to work alongside the newsroom under pressure. It can be chaotic, rapid and sometimes dramatic, but it's never ever boring.
What key skills do you believe are essential for thriving in a product management role at the FT?
It really depends on your mission…whether you focus on revenue, collaborate with the newsroom, or build tech that powers other teams. For me, though –regardless of where you work in the business, and I’ve been lucky enough to experience both the revenue and content sides –it comes down to two skills:
Stakeholder empathy and communication
Editorial, commercial, and engineering teams each speak their own language. Being able to unpack their needs, unite them behind a shared vision, and demonstrate value, especially on high-profile products.
Data-informed intuition
Data (lots of it) really sits at the heart of decision making here. You need to read it thoughtfully, pair it with judgment and use those insights to lead the way to inform the right actions. With abundant metrics and talented analysts on hand, knowing how to harness both is essential for spotting opportunities and sharpening impact as a Product Manager.
WHETHER YOU’RE A SOFTWARE EXPERT, SKILLED WRITER OR MARKETING PIONEER, YOUR WORK WILL TRULY MATTER HERE. BE PART OF OUR MISSION TO DELIVER INDEPENDENT, QUALITY INFORMATION WORLDWIDE.