2 min lesson
An operator, not a coordinator
Connect "Write the doc, build the cost model, dig into the dashboards, run the analysis" to the decision you would make.
Step 1 of 3
An operator, not a coordinatorthe bar the JD sets
The JD is blunt about this: write the doc, build the cost model, dig into the dashboards, run the analysis. A TPM who only schedules other people's work fails this loop. The artifact is the deliverable and the artifact has your name on it.
If your instinct in a behavioral story is to describe the meeting you ran rather than the model you built, you will read as a process TPM. Cursor screens for action bias. Lead every story with the artifact you produced and the decision it changed, then mention the cadence that supported it.
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Full explanation
How success is actually measured
How success is actually measured
Tickets closed and meetings held are inputs nobody scores. The outcomes are dollars and allocation: margin moved, spend correctly attributed, GPUs pointed at the highest-value work.
- Dollars saved - cost-optimization programs you drove to a measurable reduction.
- Margin improved - gross margin protected as DAU grows, not eroded by it.
- Capacity correctly allocated - GPUs going to the work with the best return, with idle waste falling.
- Decisions made faster - leaders acting on a trustworthy cost picture instead of waiting on a quarterly reconciliation.
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Optional practice
Practice: An operator, not a coordinator
QHow should you summarize the Cursor Infrastructure TPM charter in a sentence?