Product Manager, Fay

• 3–7 years of product management experience, ideally with time spent on operationally complex, data-rich product areas
• Track record of shipping product that moved a real business metric — revenue, margin, conversion, retention, or operational throughput
• Strong analytical chops: proficient in SQL and/or product analytics tools (Mixpanel, Amplitude, Heap, etc.), plus spreadsheets and BI tools. You can do your own data exploration without waiting for an analyst
• Operational fluency — you understand workflows, you know how to sit next to operators and learn the work, and you can design product that actually fits how things get done
• Excellent written and verbal communication. You can take a tangled problem and make it legible to engineers, operators, and executives
• Fluent in AI-assisted product work. You actively use Claude Code, Codex, or similar tools to prototype, explore data, and move ideas to artifacts quickly
• Strong design sense and opinions. You care deeply about how things look and feel, and you can articulate why a design works or doesn't
• NYC or SF-based, and able to join the team in-office on a hybrid rhythm

Desirable

• As the Product Manager for our Scale Pod, you'll own the product surface that sits at the intersection of revenue, operations, and the patient's relationship with their insurance
• You'll partner closely with Revenue Cycle Management, Credentialing & Onboarding, and Finance to turn the messy realities of healthcare billing into a clear, trustworthy experience — for the patient navigating their benefits, for the provider getting paid, and for Fay capturing the revenue it earns
• This pod is where revenue meets experience
• Every dollar of claims revenue, every point of leakage we recover, and every moment a patient understands (or doesn't understand) what their insurance covers flows through the systems you'll build
• It's a high-leverage role: small product improvements compound into millions in recovered revenue and meaningful trust with patients during one of the most confusing parts of healthcare
• This is an individual contributor role for a PM who is energized by ambiguous operational problems and wants their fingerprints all over how a rapidly growing healthtech company scales from thousands to millions of users
• Drive the product strategy for how Fay captures revenue from claims — from eligibility checks through submission, adjudication, denials, and appeals
• Identify and eliminate leakage across the revenue cycle: missed charges, denied claims, write-offs, and underpayments
• Partner with RCM operators daily to translate workflow pain into product solutions that scale beyond manual effort
• Work closely with engineers on complex system design problems involving payer integrations, claims lifecycle management, provider credentialing, and financial workflows
• Design how patients discover, understand, and trust their nutrition benefits with Fay — from first eligibility check to copay clarity to post-visit billing
• Reduce confusion, surprise bills, and support volume by making insurance feel less like insurance
• Use research, support data, and quantitative signals to prioritize what matters most to patients
• Partner with Credentialing & Onboarding to build product that gets providers payer-ready faster, keeps them in good standing across plans and minimizes credentialing-driven revenue gaps
• Treat unit economics as a product input — understand contribution margin per visit and design accordingly
• Use Claude Code, Codex, and other AI tooling as part of your daily craft — prototype flows, mock up screens, spike on data, and pressure-test ideas before involving engineering
• Ship faster by closing the gap between idea and artifact. We expect PMs to bring working prototypes to discussions, not just docs
• Have strong opinions about design. You sweat the details on UX, copy, and visual polish, and you push back when something isn't good enough
• Write crisp specs, run discovery, prioritize ruthlessly, and ship with engineering and design
• Define success metrics, instrument them, and hold the team accountable to outcomes — not output
• Communicate clearly across operators, engineers, executives, and external partners (payers, clearinghouses)