Original listing text, shown exactly as published by the company.
What you’ll do
- Own a product area end-to-end. Take full accountability for a defined product remit - from identifying the problem to shipping the solution and validating it with customers.
- Prototype before you brief. Build working prototypes using low-code and AI-assisted tools before engineering resources are committed. Test with customers and SMEs early.
- Stay close to customers. Listen to Gong calls. Spend time with customers. Bring signal into product decisions directly from conversations you’ve personally had, not from second-hand reports.
- Build the commercial case. Make the internal case for investment: what to build, why, for whom, and what the business outcome is. Get alignment before engineering is engaged.
- Drive cross-functional execution. Work directly with engineers, GTM, and tax SMEs. Create alignment yourself rather than waiting for process to deliver it.
- Ship and iterate. Partner with engineering to deliver, measure what shipped, and adjust.
What we’re looking for
- Builder credibility (non-negotiable). You’ve personally built working product - not managed its build. You can pick up Base44, Lovable, Cursor, or equivalent and ship a prototype without waiting for engineering. You can show it, not just describe it.
- Customer proximity by instinct. You’ve sat on customer calls and fed that signal directly into product decisions. You can describe a specific customer conversation that changed how you built something. You don’t delegate customer contact.
- Commercial judgement. You can articulate why a specific thing should be built now, for whom, and what the business outcome is. You’ve made the business case for what you shipped - not had someone else make it for you.
- Enterprise product experience. You’ve shipped products for enterprise buyers - complex organisations, multi-threaded stakeholders, long sales cycles. You understand the difference between what a champion wants and what a CFO will approve.
- Pace under ambiguity. You’ve operated where the product surface wasn’t well-defined and the right answer wasn’t obvious. You’ve made calls, been wrong, adjusted fast, and moved on.
- Cross-functional influence without authority. You’ve aligned engineering, GTM, and domain experts on direction without a mandate. You can point to a specific moment where you personally moved a cross-functional decision forward.
- AI in your own workflow. You use AI tools actively in how you work as a PM - not just talk about how AI shows up in product. You have a view on how the role itself is changing.
- High-growth experience. You’ve operated in a company growing fast, where the PM function was being built rather than maintained.
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