Senior Product Manager

We are growing this team while it delivers, on a platform with real history, and some of what we currently believe will turn out to be wrong. The incumbent HR suites are consolidating and buying their way into this space, so the clock is real.

The problem underneath it is genuinely unsolved. Nobody has built software that knows what a person needs to be able to do next week, teaches it in the few minutes they actually have, and observes whether it landed without asking them. Not the language apps, which have the habit but not the stakes. Not the platforms, which have the content but not the attention.

Not the HR suites, which have the data but have never made anything a person voluntarily opens.

If that sounds like a problem worth several years, we should talk.

As our Senior Product Manager for the learner experience, you own the surface where learning actually happens, for the person actually doing it. It is the most visible product role in the company, because everything else in our strategy depends on somebody coming back on a Tuesday. Today weekly active learners sits close to one percent. That number is the job.

• Own the learner surface end to end. Onboarding, what someone is offered next, how it arrives, and what we learn from what they did.
• Move us from a catalogue people browse to a product that pays attention. Personalisation here is a spectrum, not a feature: country and industry, company size, whether they reach us through their own LMS or directly, then company, department, team and finally the individual. A fifteen minute bus ride should be able to become seven minutes of audio and three quick questions, assembled for that person.
• Partner with our educational designers on how it reaches one person. They have decades of research behind how our content is built, in activities of two to eight minutes designed for habit formation. What is not yet settled is how those pieces compose into a path for one person, and you would be one of the people settling it. Your half is the one they cannot do on their own: how it reaches one specific person, on one specific day, on whatever device they have, and what to offer instead when something did not land.
• Own the measurement that makes it real. Weekly active learners is the number this role moves. There is a baseline. Setting the target with us, and owning the path to it, is part of the job.
• Treat mobile as a first class question rather than a port. Seven minutes attached to a real week is a phone experience far more often than a desk one. Whether that is a native client or something lighter is a genuine open decision with very different costs.
• Draw on a single library. Our own studio content, customer created content and content generated on the spot all sit together, and deciding what surfaces to whom is part of your job.

• A track record owning either a B2B2C product, where the buyer and the user are different people and the user did not choose you, or a consumer habit-formation product built to create usage rather than meet demand that already existed
• Evidence you have shipped personalisation, routing or recommendation work that measurably changed behaviour, and the scar tissue to know how often it does not
• Comfort on a platform that carries real history. You will build the new thing while the old thing earns the revenue, and sequencing that is part of the craft rather than an obstacle to it
• A habit of deciding. You gather input properly and then take the call, and you can say clearly what you are not doing and why
• A habit of working in the open. Drafts early, thinking visible, and you would rather be corrected on Tuesday than right on Friday
• A genuine interest in how people learn. You do not need a…