Went through the Intel PM loop for a platform software product role earlier this year. It's a different animal than FAANG PM interviews, so posting for people who are making that jump.
Context: the role was PM for developer-facing platform tooling, the kind of product that internal teams at Intel use to build and test firmware. Not consumer-facing, not enterprise SaaS. That framing matters for how you prep.
What they asked, round by round:
Product sense: They gave me an internal tool used by hardware engineers and asked me to identify friction points and prioritize improvements. Classic PM exercise but the constraint was interesting: the users are hardware engineers who have extremely high standards for reliability and zero tolerance for downtime. They wanted to see how I'd weight that against shipping speed. It's not a startup-style move-fast question.
Technical depth: Intel PMs are expected to go deep. I got asked about API design, about how I'd evaluate a latency SLO proposal from an engineering partner, and about tradeoffs between monolithic vs. modular toolchain architectures. If you're a PM who avoids technical discussions, this will be uncomfortable.
Behavioral: Leadership, stakeholder conflict, and driving alignment across engineering and business. One question I remember was about a time I had to get buy-in from an engineering team that thought my roadmap priorities were wrong. They wanted specifics.
HM conversation: Mostly about vision, culture fit, and Intel's current transformation. I was asked directly: "What do you think Intel needs to do to win in the next five years?" Have a real answer.
What tripped up a friend of mine who went through this loop: she came in with a consumer product lens and kept framing everything around end users and growth metrics. Intel's PM lens is much more internal, engineering-centric, and long-horizon. Reframe accordingly.