Product Manager

About the role

What you'll do

• 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.

What you'll bring

• 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.