Senior Product Manager

About the role

The company is constructing a new paradigm for software testing through advanced fuzzing and property-based testing. You will operate where product surfaces and workflows remain undefined, exercising judgment in a high-ambiguity, 0-to-1 environment. Existing product management structures are absent, so you will build foundational practices alongside the product function.

Software engineers turn product ideas into working code. Engineers work in small teams, review each other's work, and ship in small batches. Most teams follow agile practices such as sprints and daily standups. Engineers also write tests, fix bugs, and improve performance. The field values clear communication as much as technical skill. Engineers spend part of every week on planning, code review, and debugging, not just writing new code. The ability to explain a technical decision in plain words separates strong engineers from the rest.

Key facts

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Location: Vienna, VA, USA.

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Engagement: Full-time.

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Team: Early-stage product team at a technical testing platform company.

What you'll do

Ownership of product areas is established end-to-end for surfaces such as onboarding, API, and test lifecycle. Discovery sessions with customers reveal needs that inform clear problem statements in ambiguous contexts. Principled tradeoffs balance speed, scope, and technical constraints while shaping product strategy and long-term direction. Metrics and success criteria are defined to measure outcomes, and product standards are shaped to raise craft across the team. Partnership with engineering and design builds durable foundations for complex technical systems, and mentorship of other PMs elevates product thinking across the team.

Requirements

Startup experience is mandatory as a signal of operating in fast-moving environments. Demonstrated 0-to-1 product experience is required, evidenced by building new products or major product surfaces rather than optimizing existing systems. Comfort in high-ambiguity, fast-changing settings must be proven through clear, structured written communication. Technical fluency is required, with particular background in developer tools, infrastructure, testing, security, or distributed systems. The ability to influence strategy and prioritization without formal authority is necessary, along with defined use of metrics and KPIs to drive decisions.

Nice to have

Early membership in a product team that scaled provides context for raising product standards. Mentoring or hiring other PMs demonstrates experience in elevating product practice. Familiarity with APIs, developer abstractions, Kubernetes, secure deployments, or distributed systems is beneficial for partnering on complex technical systems.

Practical notes

This role operates in a high-ambiguity environment where product judgment defines outcomes. The position involves mentoring peers and shaping how product functions within a deeply technical organization. Typical interview steps

Hiring for engineering roles usually starts with a recruiter screen, followed by one or two technical rounds. Candidates often solve a coding problem, discuss past projects, and answer system design questions. Some loops include a take-home task. Final rounds typically cover team fit and give candidates a chance to ask questions. Interviewers look for how you break down an unfamiliar problem, not just whether you reach the answer. Practicing a few problems aloud and reviewing your own past projects are the best preparation.

Good to know

The role centers on building products from scratch in a technical testing domain. Success depends on judgment under uncertainty rather than executing established frameworks. Strong written communication and structured thinking are essential. Comfort with fast-changing environments and technical infrastructure defines effectiveness.

Career growth

Engineering careers usually progress from individual contributor to senior, staff, and principal levels. Some engineers move into management and lead teams of five to twenty people. Others stay on the technical track. Growth follows demonstrated impact, not tenure alone. A typical engineering ladder has clear levels with defined expectations for scope, quality, and mentorship. Moving up usually requires owning outcomes end to end rather than completing assigned tickets.