Group Product Manager, Jellyfish

• 8+ years in product management, including 2+ years directly managing and developing other PMs, ideally in fast-growing B2B SaaS
• A track record of navigating ambiguous, high-stakes decisions with a clear framework — weighing long- vs. short-term tradeoffs, considering second-order effects, and revisiting calls when the outcome reveals something new
• Strong data fluency: you define success metrics, connect them to business results, and hold yourself honest about whether the numbers are moving
• Enough technical depth to earn credibility with engineers and engage substantively on architecture and tradeoffs
• Sharp customer and market intuition, and the communication skills to make complex ideas simple for customers, peers, and executives alike
• A real bias for action, balanced with the judgment to say no and the discipline to see things through

Desirable

• We're looking for a Group Product Manager to own a critical part of Jellyfish's product and lead the people building it. You'll report to the Head of Product, manage a small team of Product Managers, and work hands-on with an engineering team to deliver customer value
• You'll help determine where AI creates durable customer value, where human judgment matters, and how to measure whether new capabilities actually improve outcomes. This is a rare blend: you'll set the strategy and vision for your domain, drive the day-to-day rhythm that turns strategy into shipped product, and raise the bar for the PMs you manage
• You're equally comfortable in a customer conversation, an executive review, and a whiteboard session with engineers over a thorny tradeoff. You bring a proposed path and you make the calls that hold up over time
• Synthesize signals from users, competitors, and market trends into product insight that goes beyond explicit requests, and keep that understanding current rather than point-in-time
• Articulate a desired future state to build momentum, validate the vision, and inspire your team
• Build an evidence-based case for what your team should prioritize and frame it in commercial terms to build internal alignment and excitement
• Define the product as much by what it won't do as what it will, and hold that line under pressure with clear, defensible reasoning
• Run a transparent cadence: what's on track, what's struggling, and what concrete actions are already in motion
• Surface risks and opportunities early with a recommended path already in hand. Don't wait to be asked
• Own a measurement framework that ties product decisions to business outcomes
• Track whether leading indicators are moving, keep an honest ongoing view of whether bets are paying off, and communicate results in a way that lands with different audiences
• Directly manage and develop two PMs, not just delegating tasks, but building their capability, modeling strong product thinking, and giving direct, useful feedback
• Bring new skills and frameworks that raise the whole team's game
• Earn technical credibility with engineering, engage with tradeoffs on the merits, and unblock cross-team dependencies through relationships rather than escalation
• Be someone customers and executives seek out: simplify complexity, tell a clear story, handle tough questions, and generate buy-in without overselling