Product Engineer
Job description
About the role
The product engineer in this role owns the generation of Recommendations for KTLO work in engineering workflows to raise team effectiveness. You will translate product ideas into working code alongside small, focused product and engineering teams that operate with high agency. Your work directly supports the Series A stage mission by improving how software engineering teams operate on a daily basis. You will spend time planning, reviewing code, debugging, and writing tests to ensure performance and quality are maintained. Clear communication will be as important as your technical skill when explaining technical decisions in plain words. You will not just write new code but also contribute to system design and iterate based on feedback from peers. Your ability to ship in small batches and adapt quickly to evolving needs will define your impact on the product.
Key facts
What you'll do
Generate Recommendations for KTLO work in engineering workflows to raise team effectiveness.
Work in small, focused product and engineering teams that follow agile practices such as sprints and daily standups.
Translate ambiguous product ideas into working code that improves how software engineering teams operate.
Write tests, fix bugs, and improve performance as part of routine delivery responsibilities.
Explain technical decisions in plain words to bridge communication between technical and non-technical stakeholders.
Spend part of every week on planning, code review, and debugging, not only on writing new code.
Ship in small batches to maintain quality and enable fast feedback from users and stakeholders.
Adapt quickly to evolving requirements while maintaining clarity and ownership of outcomes.
Contribute to system design and suggest improvements that raise team effectiveness over time.
Collaborate closely with founders and early engineers to align work with the product vision and constraints.
Requirements
A bachelor's degree is required, though the exact field must be confirmed Experience working with LLMs and agentic workflow patterns is required for success in this role.
Demonstrated product sense comes from having shipped products or launched projects that prove judgment.
Operating as a founder or as an early engineering hire at a seed-stage company is a baseline expectation.
Resourcefulness is required to perform effectively with high agency and minimal supervision in fast decisions.
You must be able to adapt quickly to evolving needs while maintaining accountability for outcomes.
The role values speed, clarity, and ownership to drive efficient execution and accountability.
You must align with the role's expectations and requirements to ensure successful contribution to the team.
Nice to have
Only items preferred by the SOURCE are included, and no additional preferences are added.
Practical notes
The team values speed, clarity, and ownership, driving efficient execution and accountability.
to ensure alignment with the role's expectations and requirements.
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
Questions to ask
Useful questions for the interview: what a typical week looks like, how work is assigned, what tools the team uses, and how feedback works. Asking how the role has changed recently and what the team wishes it had known when joining is also reasonable. Questions about the manager's priorities are especially valued.
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.