Product Manager

• Define the product vision, strategy, roadmap and long-term direction, and keep the roadmap stable enough to plan against and open enough to change when the evidence changes.
• Conduct market research, competitor analysis, and customer discovery to identify and validate product opportunities, and bring the findings into roadmap decisions rather than filing them as reports.
• Translate customer problems and business needs into clear product requirements: the outcome and the user problem, specified well enough for Engineering to build against without dictating the solution.
• Own feature prioritisation and release decisions with Engineering and UI/UX, and be able to state the cost and the benefit of each choice. A roadmap that only says yes is a backlog.
• Identify and evaluate AI, Generative AI and automation opportunities, and assess each on feasibility, scalability, cost and business value before it reaches the roadmap.
• Define product success metrics before the work starts, instrument the product to measure them, and read the results honestly afterwards.
• Contribute to product positioning, pricing, go-to-market strategy and commercial viability, working with Sales and Marketing.
• Build shared context across the organisation so that teams can make decisions without routing every question through you.
• Work closely with the Founder, Engineering, UI/UX, Sales and other stakeholders to align on product direction and drive execution.

What You Will Not Own

• Product Manager and Project Manager are used interchangeably across the market. At 2Base, they are different roles, so the boundary is stated rather than assumed.
• Client project delivery. Project Managers own client engagements, schedules, and escalations.
• Engineering architecture and implementation. You own what and why; Engineering owns how. Where the two conflict, you negotiate rather than instruct.
• UI/UX design execution. The design function designs. You own the user outcome and brief, review and decide against it.
• Final product investment and budget approval. The Founder decides what the product is funded to do and over what horizon. You own the case that decision is taken on.
• Client-specific commercial negotiations. Pricing and packaging of the product itself is yours; client contracts are not.

Requirements

Experience

• 6–12 years in the technology industry, with at least 4 years in Product Management or direct product ownership.
• At least one product you took from concept or early development to actual customer usage, with a clear view of what happened after release. A product you inherited fully formed and maintained is a weaker signal than a smaller one you shaped.
• A decision not to build something, and what it cost you to hold that line.
• Direct work with engineering teams through a build, not across a handover, with enough understanding of software development, technical feasibility, APIs, integrations and cloud applications to judge what a decision will cost.
• AI and Emerging Technology
• Practical exposure to AI-powered products, Generative AI, machine learning or automation-driven solutions.
• The ability to tell a capability apart from a product, and to assess an AI use case on feasibility, scalability, cost and business value rather than on novelty.Product Judgement
• You can describe how you decided what to build: the evidence you had, the evidence you wanted and did not have, and what you did about the gap.
• You can reason about a product commercially. Who pays, what for, and what has to be true for the numbers to work.
• You can hold a position with a founder, an engineering lead or a client, and change it when the argument against you is the better one. Knowing which situation you are in is the skill.
• You write and present clearly. Most of a product manager's influence here travels as writing, and a requirement that is ambiguous on Monday becomes an argument three weeks later.
• Ways of Working
• You start by asking rather than deciding. The first months are spent understanding users, the business model, what has already been attempted, and how decisions are actually made here.
• You work independently and establish your own processes. There is no research function and no analyst to brief.
• You influence without formal authority. Nobody in this structure reports to you, and the roadmap holds because people agree with it.
• You can make a decision that leaves someone unhappy, explain the reasoning, and keep working with them. Trade-offs are the job, and somebody loses every time one is made.Education

A Bachelor's degree in Engineering, Computer Science, Business Administration, or a related discipline.

What We Are Not Looking For

• Stated now rather than at the end of a multi-stage process.
• Project or delivery managers looking to change title. The skills overlap less than the market suggests, and this is not a promotion path from delivery.
• Business analysts who have written specifications against requirements someone else set. Valuable work; different work.
• Candidates whose account of a product is the features it shipped, with no view on whether it should have shipped them.
• Anyone who needs an established research function, design system and process in place before they can start.

Benefits

A growth-driven environment with opportunities to lead, innovate, and upskill continuously.