About the role
About Ramp Ramp is building the smart infrastructure for finance teams, embedded in the transaction flow of every dollar a business spends. We automate how over $200B in annualized spend flows in and out of 70,000+ companies: authorizing payments, flagging risk, categorizing spend, and closing books. The problems are high-stakes, data-dense, and unforgiving. We hire people with high agency and high urgency. We look for slope over intercept. We care less about where you trained and more about what you’ve built. At Ramp, everyone is a builder who owns problems end to end and makes consequential decisions that shape the outcome. The median Ramp customer saves 5% and grows revenue 16% in their first year – far in excess of businesses operating without Ramp. We believe every ambitious company deserves the same. If you want to build systems that directly shape how companies move and manage billions, Ramp is the place to do it.
About
the role Ramp is building new products that can reshape how finance teams operate. These products begin before the market playbook is obvious: the customer problem is still being sharpened, the product is evolving quickly, and the path from early signal to durable growth must be built. We are hiring a Product Marketing Manager, New Products to lead that work. You will be embedded with Product and Engineering from the earliest stages, using customer and market insight to help choose the audience, shape the product, define the story, and build the commercialization and adoption motion. This is not a launch-calendar or asset-production role. You will own the full business read for the product: customer problem, ICP, positioning, product readiness, launch, pipeline, activation, adoption, retention, proof, and the next product or GTM intervention.
What you'll do Shape product strategy early. Bring customer, market, and competitive evidence into product decisions before the roadmap is fixed. Help
the team identify the wedge, target segment, table stakes, differentiators, and highest-leverage problems to solve. Find product-market clarity. Define the ICP, buyer, user, jobs to be done, workflow, alternatives, and reasons customers will switch or expand. Own the product narrative. Build the canonical positioning, messaging, claims, proof, and competitive story. Translate technical and operational complexity into a clear customer value proposition without flattening how the product works. Design the zero-to-one GTM. Determine how the product should enter the market, including audience, channel, pricing and packaging inputs, sales motion, self-serve motion, launch sequence, and adoption plan. Lead launches end to end. Coordinate Product, Engineering, Sales, Growth, Creative, Communications, Support, and other partners around one launch strategy, readiness bar, and set of measurable outcomes. Build commercialization, not just awareness. Create the programs, enablement, proof, and feedback loops that turn interest into qualified pipeline, activation, retained usage, expansion, and revenue. Work deeply with Product and Engineering. Understand the product's architecture, data, constraints, and trust model well enough to influence tradeoffs and explain it credibly to both technical and business audiences. Create the customer learning system. Develop direct relationships with buyers and users, run structured discovery, capture objections and product gaps, and turn what you learn into product and GTM decisions. Own the business scorecard. Define leading and lagging indicators, build a clear operating read, diagnose what is moving or stuck, and recommend the next intervention. Build proof and competitive intelligence. Develop customer evidence, use cases, benchmarks, and a current view of the market that improve both product decisions and GTM execution. Use AI as an operating advantage. Apply AI to research, synthesis, analysis, content development, and repeatable workflows—and help