Lead Product Manager

What We Do

Coda is a global growth engine for commerce. We bring together powerful capabilities that connect people, digital products, and payments through our suite of trusted digital monetization and distribution solutions.

We recently acquired Recharge, Europe’s leading prepaid payments and digital gift card business, bringing both companies together into one organisation with broader reach, deeper capabilities across B2B and B2C commerce and a stronger global footprint.

Today, we stand as a team of more than 600 people, representing 57 nationalities across 23 locations. We are headquartered in Singapore with offices in Amsterdam, Dubai, Shanghai and other hubs across Southeast Asia.

Our B2B business works with publishers and brands to support growth across markets. We run Codapay for local payment acceptance and Custom Commerce for direct‑to‑consumer webstores. We manage catalogue, prepaid and distribution services that extend reach globally, and we operate Giftcloud’s rewards and incentives capabilities. We take on the operational complexity around payments, tax and compliance so partners can scale with clarity and focus.

On the consumer side, we operate a portfolio of trusted storefronts including Codashop, , ,  and other local sites that give customers secure and easy access to digital credit, game vouchers, gift cards and prepaid products.

Our people are at the heart of what we do. Coda’s culture is centered on respect, clarity, ownership, and collaboration. We work hard and play hard together.

If you’re looking for growth and impact in a fast‑paced global team, Coda is the place for you.

At Coda, Product Managers translate customer success into commercial impact. They maximize enterprise value by solving real customer problems and turning those wins into measurable outcomes. PMs at Coda think like founders: they take end‑to‑end ownership, shrink the time from insight to execution, and hold a high bar for craft and quality.

This is a highly cross‑functional, hands‑on role. You’ll work closely with Engineering, Design, Data, and GTM, and you’ll do whatever it takes to ship: talk to customers, dig into data, write tight specs, prototype flows, sweat UX details, and remove blockers. You’ll make good decisions in ambiguity, be right a lot, drive clear priorities, and deliver meaningful results.

• Own the roadmap and outcomes: Set direction, make tradeoffs, and ensure the roadmap delivers measurable business impact (revenue, retention, margin, or market share).
• Turn strategy into execution: Lead the team through agile sprint cycles, breaking initiatives into clear stories, requirements, and milestones that ship.
• Define success and measure it: Establish success metrics up front, instrument what matters, and use data + customer feedback to iterate quickly.
• Make the hard prioritization calls: Navigate the tension between today’s immediate needs and the product’s long‑term health to build sustainable competitive advantage.
• Unblock the team relentlessly: Remove roadblocks for Engineering, Design, Data, and GTM so the team can move fast without compromising quality.
• Be a full‑stack executor: If needed, jump in to talk to customers, write copy, prototype flows, build enablement materials, write docs, analyze data, or respond to CS tickets.
• Drive results, not consensus: You are not a peacemaker or a consensus driver. Your job is not to include every opinion. You will listen hard, decide, and move. You’re not here to make everyone happy. You’re here to ship and win.
• Lead through influence and ownership: Keep stakeholders aligned, ensure nothing falls through the cracks, take accountability when things go wrong, and give the team credit when things go right.

• A track record of delivering successful outcomes. You can point to products you’ve led where you didn’t just "ship features," but moved core business metrics (revenue, churn, margin, or market share).
• Strong product judgment. You can make hard calls in ambiguity, explain the tradeoffs, and be right more often than not.
• Ruthless prioritization. You can clearly articulate why we should invest in problem A vs. B…