About the role
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. Let's talk about
what you'll do: Set the vision and make it real. 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. Drive execution and keep a clear product rhythm. 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. Develop
the team. 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. Partner across the org. 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. Let’s talk about what you need to excel: 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.
