We're hiring our first Product Manager, and we mean "founding" literally. Today, product lives with our founders, and you'll work directly alongside them, finding how we understand, frame, and solve customer problems and turn our company direction into clean, well-scoped work our engineering pods can run with. This is not a traditional PM role where you sit between everyone and become the bottleneck; engineers here own outcomes, and we want a PM who makes them stronger, not one who recreates a ticket factory.
We're looking for someone who sees this role as more than just a job. It should feel like signing up for a job and a hobby. Or a job and a triathlon. Or a job and an advanced strategy course. You'll shape our product decisions, own major parts of our roadmap, coach the people around you, and push yourself in ways you might not expect. There will be challenging moments, but also regular moments of genuine "wow, we built that" pride.
What you'll actually do day-to-day
Own the roadmap within your product stream
Drive roadmap delivery end-to-end: from ambiguous customer problem to shaped, scoped work with explicit trade-offs, clear success metrics, and a crisp definition of done. You'll apply and evolve our Shape Up-inspired product methodology.
Translate direction into clean engineering boundaries
Take company strategy and turn it into problems engineers can fully own. You'll create cohesion across streams and offices, tight loops between San Francisco and Dublin, so everyone knows why the work matters and what winning looks like.
Live with customers
Run user research, sit in on customer calls, watch real conversations flow through the product, and bring that insight back as sharper framing. Our product handles thousands of customer conversations daily; you'll make sure we're building the right things for the people in them.
Own customer analytics, qualitative and quantitative
Blend the numbers with the narrative. You'll define the metrics that matter, dig into product usage and customer data to spot patterns, opportunities, and friction, and pair that with what you're hearing directly from customers. When we debate what to build next, you'll be the person who brings evidence, not just opinion.
