Owning the strategy and outcomes for your product area, translating company objectives into a multi-quarter plan and clear guardrails for what you will and will not build
Resolving genuine ambiguity with evidence and judgment, not waiting for someone to hand you a brief or a roadmap
Running discovery and an ongoing insight system for your area: research cadence, merchant and GTM feedback loops, and competitive monitoring that actually changes decisions
Working closely with engineering on implementation, architecture and long-term technical direction, not just handing over specs
Setting GTM direction for your area, including positioning and pricing input, in partnership with RevOps and Product Marketing
Making sophisticated trade-offs across scope, quality and timing, protecting long-term technical health rather than only this quarter's delivery
Raising the quality of product thinking around you through clear decision documentation, reusable playbooks and the example you set under pressure
Acting as a credible product voice with senior internal stakeholders and directly with key merchants

A track record of owning a product area or substantial problem space end to end, where the outcomes can be traced back to your judgment and execution
Strong product judgment in ambiguous, high-stakes situations, with the ability to explain your reasoning clearly
Comfort working deeply with engineers on technical and architectural trade-offs, enough fluency to be a real partner rather than a translator
Evidence-led decision making: you use data, research and merchant input to decide, and you know when the evidence is thin
The ability to influence senior stakeholders and align conflicting interests without relying on authority
Nice-to-haves:
Experience in payments, fintech or another complex, regulated or infrastructure domain
Experience building or improving the systems and rituals a product team runs on

Senior Product Manager

Key skills