Senior Product Manager, Duetti

• 5+ years of product management experience, with meaningful time at a startup or growth-stage company where you owned product initiatives and drove clear business impact
• A track record of measurable outcomes. Not just shipping features, but moving metrics, improving processes, or solving problems the business actually needed solved
• Actively uses AI tools to sharpen research, accelerate documentation, and improve day-to-day output
• Comfortable operating in ambiguous problem spaces where defining the problem is part of the job
• Strong written and verbal communication. You can make a complex problem legible to engineers and executives in the same conversation
• Experienced presenting to and collaborating with senior business leadership, including at the executive level. Your stakeholders are the operators, finance leads, and executives who depend on what you ship
• Able to operate independently. There is no playbook

Desirable

• You will be the third product manager at Duetti. This is an ambitious role with meaningful ownership from day one: real responsibility, real autonomy, and direct impact on a fast-growing company
• We are strategically building the right team for 2026. Hiring has been deliberate, bringing in the right people at the right time. Adding a third PM means we can go deeper, not just wider
• You will own a product pod end-to-end: the roadmap, the stakeholder relationships, the engineering partnership, the product launches, and the ongoing iteration
• You will work directly with executive leadership across Operations, Finance, Investments, and Data
• The products you will build improve how Duetti sources, evaluates, acquires, manages, and optimizes music catalogs. These are internal tools built for operators, analysts, and investment professionals, not consumers. This is not a role focused on writing tickets or managing backlogs
• We are looking for someone who deeply understands complex business processes, identifies where the opportunity is, aligns stakeholders, and drives execution from concept through launch and adoption
• You will not be inheriting a polished product and refining at the edges. You will be working on hard problems that matter to the business, with the authority to define the approach and drive the outcome
• Define and own the roadmap for your pod, from discovery through delivery and adoption
• Translate complex, ambiguous business problems into clear product direction without waiting for someone to hand you the answer
• Set success metrics for your initiatives and track them. Know when something is working and when it is not
• Own relationships with leadership-level stakeholders across Operations, Finance, and Investments, including regular presentations and roadmap reviews with the CEO and COO
• Communicate product decisions and priorities clearly to both technical and non-technical audiences
• Partner with business stakeholders to define requirements, translate operational needs into clear product specs, and work directly with engineers and designers to get them built
• Drive internal adoption. Ensure stakeholders understand not just what changed, but why it matters and how to use it
• Balance competing priorities, surface blockers early, and make sound tradeoffs without waiting to be told what matters most