Command|Link is a global SaaS Platform providing network, voice services, and IT security solutions. As Director of Product Management, you will lead product strategy and execution across core platform offerings, driving revenue outcomes and working closely with the C-Suite and engineering leadership.

Responsibilities:

Own the product roadmap across ITSM, networking, and monitoring, with clear linkage between product investment and revenue outcomes
Define product vision and positioning in close partnership with the founder, sales leadership, and engineering, starting from a multi-year point of view on the market rather than from a backlog of requests
Make prioritization calls that reflect both customer pull and strategic platform direction, and defend those calls with data and customer evidence
Know when to say no. Individual requests are inputs, not directives. You wait for patterns to emerge across multiple customers before committing engineering resources
Establish the operating cadence for how product decisions get made, communicated, and revisited
Partner directly with the Chief Revenue Officer to align product delivery with pipeline, win rates, retention, and expansion
Engage personally with our top customers, not through layers, to validate direction, surface gaps, and pressure-test bets
Own the commercial framing of product: pricing, packaging, positioning, and the GTM motion that follows each release
Treat revenue as a product metric, not a sales-team metric
Be fluent in the gap between what’s shipped and what’s coming. You understand how to give sales the confidence to sell forward on roadmap, and how to make sure the commitments behind that hold
Lead and grow the product management function by hiring, coaching, and setting the standard for what good looks like
Drive disciplined execution: clear briefs, sharp tradeoffs, fast feedback loops, and shipped outcomes
Work shoulder-to-shoulder with engineering leadership to compress cycle time without losing quality or strategic intent
Move from concept to customer demo in days, not quarters. Rapid prototyping is a core part of how we validate and sell, and you set the pace
Hold the line between internal use and customer use. If our own operations team wouldn’t trust it on a hard day, it’s not ready to ship
Establish lightweight, durable product processes: enough structure to scale, not so much that we slow down
Operate as a peer to engineering, sales, and operations leadership, driving alignment across functions on what we ship and why
Be the connective tissue between customer reality, sales motion, and engineering capacity
Stay close to the field. Regular alignment with AEs and SEs on what’s resonating in deals, and what isn’t, is part of the job rather than a bonus
Represent product internally to the executive team and externally to customers, partners, and the market

Requirements:

Direct product management experience in ITSM, networking, monitoring, observability, or closely adjacent infrastructure/ops categories. You've built and shipped product that lives in this space, not just consumed it
A demonstrated track record of tying product decisions to revenue, retention, and expansion. You can articulate the dollar impact of product choices, not just usage metrics
Experience navigating the tension between what sales wants today and what the platform needs long-term, with a history of holding both without losing either
Comfort selling forward on roadmap in enterprise deals. You understand the discipline required to make commitments that hold, and the cost when they don't
Experience at companies where PMs were forced to own outcomes, not just scope features. You've worked directly with founders, sales leaders, and top customers, and you've stayed through real scaling pain rather than parachuting in at maturity
Proven experience leading and growing product teams, setting strategy, and operating at the director level or above. Strong instincts for hiring, coaching, and raising the bar
Comfortable in deeply technical product domains. You don't need to write the code, but you need to engage credibly with engineering on architecture, tradeoffs, and platform decisions
A pattern of getting in the room with customers rather than relying on secondhand research, and using that signal to shape direction
You move fast, decide with incomplete information, and course-correct in flight. You prefer clarity and velocity over process for process's sake
A history of being trusted by sales, engineering, and executive peers. You build alignment through substance, not theater

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