Product Manager - AI Native

Product Manager - AI Native About Antare

Join Antare as we go to market. We’ve been busy building the physical security intelligence platform of the future. Our always-connected platform automatically detects risks, captures evidence and reports on real-world events as they happen, delivering intelligent insights through an intuitive user interface, all hosted in the cloud. Our product is designed so commercial organisations - including, but not limited to, private security, retail, and hospitality - never miss an incident.

The Antare founding team of product designers and engineers have together built companies that have been collectively acquired for billions of dollars:
We have a genuine level of success under our belts that you could help to contribute to. Today, we’re a growing, hands-on team spanning product, design, finance, marketing, sales, hardware, and software engineering.

The way products get built has fundamentally changed. The PM role has changed with it.

The traditional PM — coordinator, ticket-writer, meeting-runner, requirements-translator — is being collapsed by AI. What's left, and what now matters more than ever, is direction, judgment, taste, and the ability to operate at the frontier of what AI makes possible.

We're building Antare to be an AI-native company end-to-end. That means the people we hire — especially in product — need to operate the way the company operates: building with AI rather than around it, running experiments in real-time, making decisions from first principles, and shipping at a velocity that the old model couldn't.

This role exists because the Antare intelligence platform is at the heart of the product. It's the layer where customer value compounds, where the data flywheel forms, and where the moat gets built. It needs an owner.

Antare Console — the platform that turns body-worn cameras, and over time a range of other inputs, into structured intelligence for our customers.

That means:

• The product surface — what the Console is, what it does, how it feels, what it doesn't do. The information architecture, the interaction model, the workflows.

• The roadmap — not as a Gantt chart, but as a strategic argument about where the platform goes next and why.

• The customer relationship at the product level — being in the field, in the trials, on the calls. Understanding the work our customers actually do, not the work they say they do.

• The BWC product experience as it touches the Console — the device-to-platform handoff, the data we capture, the intelligence we surface back. The experience layer sits with you.

You won't own this alone. You'll work directly with the wider team, the founders, engineering, design, and GTM. But the platform's coherence is yours.

• Days 1–30 — In the field. With customers. On trials. Inside the product. You should be able to describe, by week four, what's wrong with the current Console experience in language that's sharper than anyone else in the company.

• Days 30–60 — A platform thesis. Not a roadmap. A written argument for what Console should become over the next twelve months, what we should stop doing, and where the leverage is.

• Days 60–90 — Shipping. Working with engineering and design to land the first set of changes that come out of the thesis. Not specifying them and handing them off. Building them with the team, using AI as your primary leverage.

This is the part of the spec that matters most. If this section doesn't resonate, the role won't.

• AI-first, not AI-curious. Claude, Cursor, and the agentic stack are how we work, not tools we use occasionally. You should already be operating this way. If you're still writing PRDs by hand, this isn't the role.

• Build, don't brief. We expect product people to produce working artefacts — prototypes, internal tools, data harvesters, customer-facing mockups — themselves. Specifying without building is a failure mode.

• Written over verbal. Thinking is sharpened by writing. Meetings are for decisions, not status.

• Strong opinions, loosely held. We expect direct challenge, including upward. Polite hedging is more expensive than…