Product Manager

Product ManagerLocation: Boston / Remote (flag: spec says Pacific / Central / East Coast acceptable — narrower than the other JDs' "Boston / Remote." Confirm which you want.)Employment Type: Full time Location Type: Remote Department: ProductWho This Is ForMost PM roles hand you a roadmap and ask you to turn it into tickets. This one doesn't have a head of product doing that — it has a founder who's still defining the hard questions, and a team that executes well but has no dedicated owner for what comes next.You've owned a product line end-to-end, not just the process around one. You know the difference between running discovery calls and actually changing your plan because of what you heard on them. You've shipped something where the whole fight was making it feel effortless, not making it feature-complete.You're not looking for a defined roadmap to execute. You're looking for the open questions — provenance, version propagation, what belongs public versus private — and the room to drive them from fuzzy to decided yourself.You live in AI tools day to day — comfortable building in Claude Code or similar — and you track the rough edges of what's possible right now. Not so you can build the flashiest thing, but because the actual job is taking what's dense and technical underneath and making it disappear for someone who isn't AI-native themselves. If a customer's daily tool of choice is a basic chat window, effortless is the whole bar.About edisyledisyl builds AI solutions that turn messy institutional data into decisions, workflows, and outcomes. We came out of blockchain data infrastructure — 8 years, 20+ chains, 700M+ resolved wallets — and now deploy that capability to enterprises navigating the same challenge: how to make their data work for them at scale, without armies of analysts.We have active deployments with a financial institution and Interlochen, a proven architecture, and inbound from firms that need what we've built. The technology works. What we're building now is the enterprise motion around it.The Roleedisyl's team executes at a high level. What grows in importance as we scale is dedicated ownership of the long-term roadmap, so velocity is pointed at a compounding plan where each build deliberately sets up the next. That ownership currently lives part-time across several people; this role makes it someone's full focus.We're building a genuinely new product surface — public knowledge packs with private company overlays on top of Forge, Lattice, and Stratum. It lives or dies on getting the hard product questions right, and those need a dedicated owner now, while they're still being defined, not after we've shipped the wrong answer.This isn't a project manager role — the team self-manages well. And it isn't a head of product role — vision and prototyping stay with our CTO/founder. It's the person who turns vision and market signal into a compounding plan the team executes. You're closer to a founding product partner than a traditional PM: someone who sets direction rather than receives it, and is expected to pressure-test the vision against the market rather than transcribe it into tickets.What You'll Actually DoOwn the long-term product roadmap, translating vision into a sequenced plan where each build deliberately compounds the next, and driving alignment on it across leadership and the teamRun continuous customer and market discovery, maintaining ongoing contact with users and the market, synthesizing what comes back, and feeding it into roadmap decisions as a standing input, not a one-offDrive open product-architecture decisions to resolution — provenance, the public/private seam, version propagation across packs, consumer-facing vocabulary — from fuzzy to decidedThink through the in-the-weeds product architecture — the specific edge cases, like how access or permissions behave under a given condition — before engineering picks it up, so the details are already decided rather than discovered mid-buildDefine and prioritize what gets built: write the specs, set sequencing, and make the prioritization calls that keep a self-managing team pointed at the compounding planPartner closely with engineering and data science on knowledge-base quality, and with sales and customer success on what's closing, where deals stall, and what drives adoption.What Success Looks Like in Year OneStrong product retention and net revenue retention — proof the product is genuinely good, not just sold. Time from sign-on to a customer actively using the product and getting value drops materially, proving the motion scales rather than bottlenecking on hand-built rollouts. A growing roster of recognizable logos — Interlochen and beyond — publicly running on the product.The measure isn't purely shipped features. It's whether the enterprise product motion is a real, compounding thing that exists because you built it.CompensationCompetitive base salary and meaningful early-stage equity, reflecting the ownership this role carries. We'll be transparent about the full picture in our first conversation.Who We're Looking ForExperience~7+ years in product, with senior end-to-end ownership of a product line or surfaceOwned a roadmap and been accountable for outcomes (adoption, retention, growth), not just shippingShipped a product where simplicity or ease-of-adoption was the core challengeHas driven real AI/product adoption inside large organizations, not just shipped a pilotWorked closely with engineering and data science on a technical product, without needing the infrastructure translatedThe Stuff That's Harder to TeachRoadmap and sequencing judgment. You can turn a vision and a pile of market signals into a plan where each build deliberately sets up the next. Without this, a team ships well but doesn't get anywhere.Product taste. Our whole bet is consumer-simple feel over hard infrastructure underneath. You relentlessly cut toward effortless rather than defaulting to feature-completeness — this is the rarest, least teachable thing we're hiring for.Real discovery instincts. Not running calls for their own sake, but hearing something you didn't already believe and changing course because of it.Backbone, delivered as consensus, not decree. You push back on vision — and on engineering's default architecture — when the market or the product disagrees with it. You get there by asking the right questions and bringing people along, not by declaring "do it this way."Product thinking over process. You're organized because it drives value to customers fast, not because a granular plan feels like progress. You'd rather write a direction doc that lets the team generate its own tickets than write every ticket yourself.Bonus (Genuinely Not Required)Consumer or prosumer product experience where ease-of-adoption was the whole gameProduct shipped to large-enterprise or Fortune 500 buyersFounder or early-stage operator experienceA 0-to-1 product built, not only scaledWhy This, Why Nowedisyl is at the moment where the technology is proven and the enterprise market is ready. We're building a genuinely new product surface, and scaling raises the bar for a coherent, compounding roadmap and sustained market discovery. That's the backing to invest in dedicated product ownership now, so growth is pointed at a deliberate plan rather than a series of strong individual releases.Right now, that ownership doesn't exist. You'll be the one who builds it.