Product Manager

About the role

This role owns the product lifecycle for construction operations software, balancing customer problems, technical constraints, and business goals.

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

What you'll do

The product lifecycle is owned from idea to launch to iteration, shaped by customer insights and data. Each cycle targets solutions that solve real problems for contractors and distributors.

Delivery pace is maintained and improvement is driven through sprint planning, backlog prioritization, and retrospectives. Outcomes are tracked through clearly defined KPIs that measure adoption, usage, and customer satisfaction.

Solutions for the construction industry are delivered through close collaboration with engineering, design, and go-to-market teams. Complex problems are translated into simple, actionable direction so the entire company understands priorities.

Discovery, research, and validation are accelerated by applying AI tools and workflows across the product journey. Technical fluency in engineering discussions clarifies trade-offs and opportunities.

Requirements

The posting states a bachelor's degree requirement. You bring 3+ years as a Product Manager in a B2B SaaS environment, with a background in construction technology. A degree in Computer Science or an equivalent technical background is required.

You are customer-obsessed, data-informed, and comfortable making trade-offs in fast-moving, ambiguous conditions. Written and verbal communication turn technical complexity into practical steps for diverse audiences.

Experience with agile product development ensures you can lead cross-functional teams and keep momentum across stakeholders. A startup mindset shows adaptability, resourcefulness, and motivation by impact rather than process.

Nice to haves

Experience with accounting or financial systems helps when discussing costs, billing, and operations workflows. Exposure to ERP integrations or SaaS marketplaces supports deeper alignment with how contractors manage supply chains. Hands-on work with AI adoption in product workflows accelerates experimentation and learning.

Practical notes

This role is based in Vancouver on a full-time basis. The successful candidate will work onsite with a small, mission-driven team focused on transforming construction operations. 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

Product management in construction technology revolves around operations workflows, material procurement, and field execution problems. Success depends on fluency in data, agile methods, and collaboration with engineering and GTM peers. Common tools include product analytics platforms, roadmapping software, and AI-assisted research workflows. The role sits at the intersection of enterprise sales cycles and user experience in a regulated industry.

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.