Description
As Lead Product Manager, you will own a set of the company's product areas in their entirety: strategy, roadmap, commercial outcomes, and the product managers who build them.a
Our platform combines a living data model of the client, AI agents that complete complex advice and operational workflows, and compliance logic embedded directly into how work is produced. The initial wedge is adviser productivity. The larger opportunity is rebuilding the operating model of the advice firm around connected data, intelligent workflows and continuous regulatory control.
This is a lead role with founder-level scope. You work directly with the CEO, engineers, partnerships, and associate product managers. You define the what and why with enough clarity that one engineer ships the whole feature. No handoff chain, no ambiguity, no hand-waving. Your work will determine whether the company becomes the intelligence layer through which advice is created, governed and delivered.
The Team
You will work in a cross-functional squad alongside Product Engineers who own features end-to-end across frontend, backend, and AI, plus Design and the company’s domain experts: chartered compliance officers and paraplanners. Product management at the company moves fast, and we protect that pace deliberately. The best PMs do their best work when they can see the impact of what they ship.
What You'll Work On
Owning the product strategy and a rolling 3-6 month roadmap for AI agents that automate advice workflows
Translating agentic and LLM capabilities into experiences advisers trust with regulated work, where evidence and auditability sit behind every material output
Running independent discovery with advisers and paraplanners, distinguishing signal from noise, and turning adviser pain into product direction
Prioritising ruthlessly across features, bugs, and quality, and writing specs with zero ambiguity — clear enough for one engineer to ship the whole feature
Balancing enterprise partner demands with product coherence, and sequencing releases against the go-to-market calendar
Treating go-to-market as part of the build. You ship features that land, not features that launch
Coaching and multiplying the PMs around you, and building the frameworks the product function adopts as it grows