Product Manager

The Role, in One Sentence

You own the bridge between Customer Success and Engineering — making sure engineering builds what customers can actually use, and making sure customers understand, adopt, and champion what gets built.

The Three Metrics You Will Be Measured On

Product usage — are customers actually using the modules they pay for

Product champions — are there named people inside our accounts who advocate for us

Recurring revenue — retention and expansion, as an outcome of the first two

Everything below serves these three. If an activity doesn't move one of them, it isn't the job.

What This Job Actually Is

Read this section carefully. It is the most important part of this posting.

What It Means Day to Day

~40% Product

Owning the roadmap for existing modules. Prioritisation. Writing specs. Relentlessly simplifying — fewer clicks, less jargon, usable by a 55-year-old warden and a 19-year-old student alike. Deciding what does not get built.

~30% Engineering & Delivery

Sprint planning, grooming, scope management, release coordination, UAT, post-release verification. Working daily with our Tech Lead and engineering team.

~30% Customer-Facing Product Work

Product demos. Feature training. Webinars. Roadmap sessions that get customers excited about what's coming. Gathering requirements first-hand rather than second-hand.

Travel is occasional, not routine. Most customer work is remote. Expect on-site visits some months and none in others.

What This Job Is Not

Not account management. We have a Customer Success team. They own accounts, escalations, support tickets, and day-to-day service. You do not.

Not a growth role. There is no funnel to optimise, no experimentation programme, no PLG motion. If your last three years were Mixpanel dashboards and A/B tests, this will make you unhappy within six months.

Not pure product, not pure engineering. You will not sit in Figma all day, and you will not be writing code. You will spend your time translating in both directions — and the translation is the value.

What You Will Own

Product

Roadmap for existing modules — user management, leave and attendance, tickets and assets, mess, amenities, checklists, visitor management, finance, notifications

Prioritisation across competing asks from Customer Success, Sales, and Engineering

Simplification as a discipline. Our users are not software people. When engineering ships something in six clicks, your job is to ask why it isn't three. When a screen uses internal terminology, your job is to catch it before a customer does.

Saying no — to customers, to Sales, and to engineering — with a reason that holds

Protecting the roadmap from one-off customisations that fork the product

Delivery

Sprint planning, grooming, and release coordination with the Tech Lead and engineering team

Turning requirements into specs engineering can act on, with the "why" intact

UAT and post-release verification — confirming it works for the customer, not just in staging

Never committing a date engineering hasn't agreed to

Customer-Facing Product Work

Product demos that make non-technical institutional buyers want the product

Training existing customers on new features so they actually get adopted

Webinars and roadmap sessions across the customer base

Building product champions inside accounts — the people who will renew and expand us

First-hand requirement gathering, so we aren't building from a game of telephone

Systems, Not Heroics

Every commitment logged. No verbal promises that live only in your head.

Building the process so it runs without founder involvement.

Must-Haves

3+ years of full-time product management, post-graduation, with real ownership specs, prioritisation, sprints, releases.

Demonstrable ability to run an excellent product demo to a non-technical audience. This is tested, not taken on trust.

Experience with external paying customers. Internal-platform-only PMs do not fit — you need to have built for people who could leave.

Sprint ownership: planning, grooming, scope, release. Not "worked alongside a Scrum Master."

A demonstrated instinct for simplification an example where you removed steps, jargon or complexity from a product and can explain what it did to adoption.

Requirements ownership: you have interrogated a request, not transcribed it.

Written English strong enough to send an email to a university Dean without review.

Bengaluru-based or genuinely relocating. This is an onsite role.

Strongly Preferred

Education, EdTech, campus, or institutional software

Products used by low-digital-literacy or non-technical user bases

Experience running customer webinars, training programmes, or feature-adoption campaigns

Explicitly Not Required

Mixpanel · Amplitude · A/B testing · funnel and cohort analytics · PLG · SQL · growth experimentation · consumer product background.

These will not improve your candidacy. Their absence will not hurt it.