Senior Product Engineer; Product Manager

ABOUT LENDABLE

• One of the UK’s newest unicorns with a team of just over 700 people
• Among the fastest-growing tech companies in the UK
• Profitable since 2017
• Backed by top investors including Balderton Capital and Goldman Sachs
• Loved by customers with the best reviews in the market (4.9 across 10,000s of reviews on Trustpilot )

Lendable is on a mission to build the world's best technology to help people get credit and save money. We're building one of the world’s leading fintech companies and are off to a strong start:
So far, we’ve rebuilt the Big Three consumer finance products from scratch: loans, credit cards and car finance. We get money into our customers’ hands in minutes instead of days. We’re growing fast, and there’s a lot more to do: we’re going after the two biggest Western markets (UK and US) where trillions worth of financial products are held by big banks with dated systems and painful processes.

We're building a larger, dedicated Platform team at Lendable, increasing our investment in the infrastructure that enables our products and engineering teams to scale.

We're hiring a Technical Product Manager to sit within Engineering and connect platform technology, reliability and commercial value. You'll own what we prioritise and why, giving engineers the business context they need while helping Product and leadership understand the impact and opportunities that Platform enables.

This is a hands-on technical IC role, where you'll stay close to engineering through writing code, reviewing PRs and contributing to architecture discussions.

Working closely with the Platform Engineering Manager and Tech Lead, you'll help shape the Platform roadmap, connect technical investment to measurable business outcomes, and build the foundations that allow Lendable to move faster and scale with confidence.

• Own platform stability as a primary accountability - SLA/SLO metrics, incident rates, release quality.
• Hold release gating authority: block features from production that don't meet testing standards or introduce unacceptable regression risk.
• Enforce CI/CD standards centrally so pods don't fragment into one-off solutions.
• Track and report stability metrics alongside commercial outcomes - stability is the foundation that makes the rest possible.

• Own the business case for platform investment and answer "why are we spending six engineers on this for three months?" in terms leadership understands.
• Track platform impact in business terms: developer velocity, incident cost, time-to-market, reliability, capacity - e.g. "CXO rollout removes a 3-second API fan-out, reducing session abandonment" or "we can now handle 20k simultaneous logins".
• Input into headcount and investment decisions for the platform team.

• Own the platform backlog, prioritised by business value and sequenced to unblock the highest-value product teams first - not driven by technical debt or engineer preference alone.
• Make trade-offs explicit: "if we do X now, we defer Y by Z weeks - here's what that means for products depending on us".
• Ensure every initiative has a defined success metric that non-engineers can track.

• Act as the single point of contact for Pod Leads: business requirements coming from pods and engineering/developer requirements flowing to pods; prioritise both in service of platform stability.
• Make platform work visible to leadership - regular forums with product MDs and PMs to capture upcoming dependencies before they become blockers; represent platform work in leadership reviews; translate technical milestones into business milestones.
• Drive cross-team collaboration and buy-in with…