Sr. Product Manager

Carbon is Novisto's broadest and most technically demanding product area — spanning Corporate Carbon Accounting (including Scope
3), Financed Emissions, Product Carbon Footprint, and Decarbonisation. It's also the area under the most active evolution: extended through partnership and acquisition, expected to incorporate AI capabilities as a baseline market expectation, and held to audit-grade standards of accuracy and traceability by the regulations it serves.

This role owns product outcomes across that full suite. It's a broad, technically deep, customer-facing remit that calls for a PM who can move fluidly across multiple product lines, hold real domain and regulatory complexity, and operate with the rigor an audit-ready product demands — while raising the bar for the wider team's product practice in the process.

• Full ownership of a multi-product suite — not a single feature or workstream — requiring strong prioritisation and comfort with constant context-switching across genuinely different problem spaces.
• A build/partner/acquire execution model: some capability is built in-house, some delivered through partners, some inherited through acquisition — this PM works across all three, not just one.
• Direct customer exposure at a strategic level: roadmap and strategy presentations, live requirements conversations, and escalations, with real commercial and reputational stakes attached to accuracy and delivery.
• Product evolution into AI-enabled capability as the suite matures, rather than steady-state maintenance of a settled product.

Own outcomes across the Carbon suite

• Hold end-to-end product accountability across Corporate Carbon Accounting (incl. Scope
  3), Financed Emissions, Product Carbon Footprint, and Decarbonisation as one connected remit.
• Prioritise ruthlessly across competing, genuinely different problem spaces, making trade-offs that are legible to engineering, leadership, and customers.
• Build sufficient domain depth in each area to drive solutions forward independently, rather than waiting for fully-specified requirements from customers or SMEs.
• Be accountable for measurable product outcomes — adoption, retention, delivery against commercial commitments — not just features shipped.

• Work directly with external partners to define scope, resolve product gaps, and manage the product-level relationship as capability is delivered through partnership rather than built in-house.
• Assess and integrate acquired or partnered capability into a coherent product experience, rather than treating it as a bolt-on.
• Bring enough commercial fluency to input into build-vs-buy-vs-partner decisions and hold your own on partner terms that affect the product — SLAs, data rights, and roadmap influence.

Bring audit-grade rigor to everything you ship

• Treat reporting rules and regulatory requirements as first-order product constraints, not compliance overhead layered on afterwards.
• Apply meaningful attention to detail across validation logic, edge cases, and UX — the standard our live customer integrations have already shown gets tested in production.
• Track evolving disclosure requirements as an active input to roadmap decisions, not a background concern.
• Translate genuinely technical, regulation-driven requirements into decisions engineering can build against with confidence.

Run modern discovery and delivery practice

• Lead discovery — customer interviews, problem framing, prototyping with UX/UI — rather than working from a pre-built backlog.
• Partner closely with Engineering on solution design to the degree the problem demands, while creating enough space for the team to own how problems get solved.
• Operate in the spirit of empowered…