Product Manager

About the role You own the product end to end: the problem, the prototype, the spec, the release, the experiment, and the call to keep it, change it, or kill it. Which parts of the product you're focused on follows the opportunities we decide to invest in, and you'll hold several of them at once. The craft is the same in all of them. Some of what we build is AI itself: an AI co-founder for business owners, and an AI-led signup flow. Some of it is ordinary product work: checkout, pricing, compliance filings, a dashboard. In both cases, AI is how the job gets done here, not a type of project you get assigned. You build the prototype yourself. Our PMs build working prototypes in AI coding tools such as Lovable and Claude Code - alone or with a designer, depending on the project. The prototype goes to engineering as the spec, with real components, real states and real copy. Not a wireframe and a document. You move fast. You have an engineering team building against your decisions, and you are responsible for what they spend their time on. We release several times a day, nothing waits for a quarterly plan, and what you sketch on Monday can be live by Wednesday. You run your own experiments. Design the TEST, declare the primary metric before you open it, set exposure, get it instrumented with the data team, read it, and call it. Tests run in Statsig, with results in Heap and Tableau, though often we skip the dashboard and have an AI agent read the TEST straight out of the warehouse. Closing your own TEST on control is part of the job. You get your own answers. The same habit applies to every question, not only to tests. Instead of filing a request and waiting, you go and find out. You are expected to notice when a number is wrong, and to say so before a decision gets made on it. You own the consequences. When a price renders wrong or a payment method stops appearing on one browser, you are the person who works out how many customers it reached, decides what we do for them, and makes sure it cannot happen the same way twice. You hold the stakeholders. Requests reach you from other product teams, BizDev, Marketing, Finance, Legal, CX and data, and they will not agree on what matters most. You hear them out, decide what your team takes on and in what order, and tell the people who did not get what they asked for why not. They also need to know what is changing, what it means for their work, and when it lands, before it lands.