Technical Product Manager

Pantheon is small enough that every product decision still matters. Customer conversations, support needs, interface choices, and engineering tradeoffs all compete for the founder's attention. The engineers need a partner who can stay close to those inputs, make priorities explicit, and carry a decision through to a useful release.

You will be our first dedicated product manager. The work is direct and hands-on: speak with customers, understand where they get stuck, decide what to solve next with the founder, shape a small scope with engineering, and see whether the result actually helps. This is a role for someone who enjoys the uncertainty before a playbook exists.

• Discovery and customer context. Join conversations, observe real workflows, and separate a recurring problem from a one-off request. Keep the team close to what customers are trying to accomplish.
• Priorities and scope. Maintain a short, honest sequence of product bets. Write the problem, intended outcome, constraints, and tradeoffs clearly enough for the team to make decisions together.
• Delivery decisions. Work daily with engineers and design support on flows, edge cases, acceptance criteria, and release scope. Make timely calls when new information changes the plan.
• Feedback after shipping. Watch adoption and support signals, follow up with customers, and decide whether to iterate, simplify, or stop. Close the loop with the people who gave us the problem.
• Cross-functional clarity. Translate customer and commercial commitments into a realistic product plan, and tell the founder and operations what the team can actually deliver.

The founder keeps ownership of the product thesis, target customer, and major strategic choices. You own the day-to-day product process and bring a recommendation when a decision needs the founder. Engineers own technical design, code quality, and implementation. You should be technically fluent enough to challenge assumptions and understand constraints, without acting as their people manager or writing solutions for them.

The Senior Product Engineer remains a hands-on builder and technical lead. You bring customer evidence, priorities, and a crisp definition of success; they bring engineering judgment and turn the work into a dependable product. The Product Designer owns interaction exploration across platform, desktop, and mobile. The Enterprise Deployment Manager owns customer rollouts and brings recurring deployment needs back to product. The COO owns new business, commercial execution, investor relationships, and operating priorities across locations.

• You have owned a product area in a small team and can show what changed for users because of your decisions.
• You can conduct useful customer discovery without treating every request as a roadmap commitment.
• You are comfortable with technical products, dense workflows, and conversations about constraints, quality, and sequencing.
• You write clearly, make tradeoffs visible, and decide with incomplete information.
• You can work directly with engineers and designers while keeping the process lighter than the work.
• You are based in the United States or Canada and can overlap with the team and customers.

• You have helped a founder-led product move from intuition and scattered requests to a clear, evidence-backed sequence of bets.
• You have shipped an operational workspace where speed, trust, and edge cases mattered as much as the happy path.
• You have supported early enterprise customers without turning every deal into a custom product.
• You can show an example where customer feedback led you to remove or simplify work, not just add a feature.

We are a small, distributed team with a live product and direct access to the people using it. You will report to the founder and work closely with engineering and operations. Expect to spend time with customers and in the product itself, not only in planning tools.

Success is a team that can explain why it is building the next thing, ship it in a sensible order, and learn quickly from real use. The measure is better customer outcomes and fewer decisions waiting on the founder, not the volume of tickets produced.

The package will combine cash compensation and meaningful equity. We will align on expectations early in the process.

1. A conversation with the founder about your product work and the problems Pantheon is solving.
2. A walkthrough of a product decision you owned, including customer evidence and tradeoffs.
3. A paid, scoped working discussion with an engineer on a realistic product problem.
4. A final conversation on the mandate, compensation, and your questions.