The security industry faces a significant challenge with its approach to product management. Security product managers often come from backgrounds in other sectors like healthcare or fintech but struggle to adapt their skills in a security context. The typical PM playbook, which emphasizes user personas and feature optimization, falls short. Security environments operate under unique pressures where the stakes are high, and the urgency of responses can be critical. When PMs rely on traditional frameworks, they may prioritize features that look good on paper but fail to deliver real value during security incidents. A key issue arises with the search functionality in security tools. Engineers need quick, accurate results during crises; delays can lead to significant blind spots. Decisions about how search results are displayed can undermine the product's effectiveness. For example, if a tool delays alerts about critical vulnerabilities for cost-saving reasons, it becomes practically useless at the moment when timely information is crucial. The article highlights that PMs often operate under incentives that prioritize revenue growth through features appealing to executives rather than the needs of the engineers who actually use the product. This disconnect between operational needs and strategic goals creates misalignment within companies. PMs are pressured to close enterprise deals, often at the expense of building tools that meet the immediate demands of security practitioners. The result is that many products try to cater to both worlds—meeting procurement requirements while also addressing the practical needs of users. However, this dual focus often leads to failure in serving either audience effectively. The underlying problem is not just a lack of understanding from PMs; it’s a structural issue rooted in how security companies define success and allocate resources.