Group Product Manager

Role Overview

• Set the vision and make it real.
• Synthesize signals from users, competitors, and market trends into product insight that goes beyond explicit requests, and keep that understanding current rather than point-in-time.
• Articulate a desired future state to build momentum, validate the vision, and inspire your team.
• Build an evidence-based case for what your team should prioritize and frame it in commercial terms to build internal alignment and excitement.
• Define the product as much by what it won't do as what it will, and hold that line under pressure with clear, defensible reasoning.
• Drive execution and keep a clear product rhythm.
• Run a transparent cadence: what's on track, what's struggling, and what concrete actions are already in motion.
• Surface risks and opportunities early with a recommended path already in hand. Don't wait to be asked.
• Own a measurement framework that ties product decisions to business outcomes.
• Track whether leading indicators are moving, keep an honest ongoing view of whether bets are paying off, and communicate results in a way that lands with different audiences.
• Develop the team.
• Directly manage and develop two PMs, not just delegating tasks, but building their capability, modeling strong product thinking, and giving direct, useful feedback.
• Bring new skills and frameworks that raise the whole team's game.
• Partner across the org.
• Earn technical credibility with engineering, engage with tradeoffs on the merits, and unblock cross-team dependencies through relationships rather than escalation.
• Be someone customers and executives seek out: simplify complexity, tell a clear story, handle tough questions, and generate buy-in without overselling.

Requirements

• 8+ years in product management, including 2+ years directly managing and developing other PMs, ideally in fast-growing B2B SaaS.
• A track record of navigating ambiguous, high-stakes decisions with a clear framework — weighing long
• vs. short-term tradeoffs, considering second-order effects, and revisiting calls when the outcome reveals something new.
• Strong data fluency: you define success metrics, connect them to business results, and hold yourself honest about whether the numbers are moving.
• Enough technical depth to earn credibility with engineers and engage substantively on architecture and tradeoffs.
• Sharp customer and market intuition, and the communication skills to make complex ideas simple for customers, peers, and executives alike.
• A real bias for action, balanced with the judgment to say no and the discipline to see things through.

Benefits

• Offers Equity