Vice President of Products

VP Product

Own the ground between evidence and ship.

Napster offers lifelike AI agents that meet your customers wherever they are, and collaborate with your employees as coworkers. Agents that meet your customers on your website, inside your app, on a kiosk in a hospital lobby or a quick-service counter. And agents that work right next to your people, a real crew for every single employee.

Napster has multiple fast-moving product surfaces, and the hardest question is not what to build next. It is what is genuinely working, what deserves more fuel, and what to sunset so the company stays focused. As it scales, those calls deserve a dedicated owner with real authority. That is this role. You own the ground between evidence and ship, you decide what moves from early experiment into the market, and you build the PM team that gets it there.

You partner with the CPO on product direction and own the operating decisions that turn it into shipped product. This is a senior, high-authority role for someone who can set a proof bar and decide by it, make fund-and-kill calls and stand behind them, and turn evidence into crisp executive tradeoff conversations that keep decisions moving.

• Own the evidence bar for product-market fit: what counts as proof, who judges it, and when it is enough, replacing narrated confidence with a standard the whole org can decide by.
• Make the fund-and-kill calls: commit resources to what is working, retire what is not, and stand behind both.
• Turn research and early signal into a sequenced roadmap, each step with a clear reason behind its place in line.
• Build PM talent density: hire, level, and coach the team, and hold the bar.
• Protect focus: defend the discipline of doing fewer things better when the pressure is to do more.

You set the evidence bar for our priority motions and apply it, including to work already in flight. You make the early fund-and-retire calls and sequence the bets behind them. You take an honest measure of the PM team and begin raising density. By day 90 the test is simple: real product decisions resolve with you and move quickly, and the team can point to a product surface sharper than the one you inherited.

Product decisions resolve crisply instead of lingering. Proof gets judged against a standard rather than argued from anecdote. Teams can see why priorities change, what evidence drove the call, and what ships next. PM talent density rises. The surface sharpens.

You partner closely with the CPO on product direction. You work with the CTO on what is real and buildable, with Partnership and Sales on where the proof needs to land, and with the PM team you hire, level, and lead.

• Proof Judgment. You set the bar for what counts as evidence and decide by it, turning a fuzzy "is this working" into a standard the whole org can use.
• Fund-and-Kill Discipline. You back what is working and retire what is not, and you stand behind both. Here the kills matter as much as the bets.
• AI-First Operator. You run the portfolio on living artifacts: sequencing models, evidence readouts, and decision logs kept current with AI between reviews, so the fund-and-kill calls rest on fresh signal rather than a quarterly slide.
• Executive Partnership. You turn evidence into clear tradeoff conversations with executives and keep decisions moving without losing the room.
• Durable Systems. You build decision and team systems that keep working after you leave the room.
• Talent Density. You hire, level, and coach a team that makes the whole org sharper at product.

Most product leaders inherit a roadmap. You will own the standard that…