Head of Product

Determine where Hyper should compete, which users it should become indispensable to, and build the product operating system required to turn that conviction into measurable product outcomes.

Roadmap recommendation Prioritization Discovery methodology Product analytics Segmentation Experimentation Product requirements Product operating cadence

Every leadership hire here must answer one question: what measurable outcomes should exist twelve months later because you joined? This is the working answer — refined together during the process, then written into your offer.

• Develop a deep understanding of Hyper's product and users
• Review product data and instrumentation quality
• Interview high-value, active, inactive, converted, and churned users
• Establish provisional segmentation and a jobs-to-be-done framework
• Map major activation and retention friction
• Identify the 3–5 highest-conviction product priorities
• Produce the initial product thesis

• Demonstrably improve onboarding or time-to-value
• Establish a consistent discovery system
• Establish a roadmap tied to measurable outcomes
• Develop packaging and monetization recommendations with Growth and GTM
• Establish a competitive intelligence process

• Demonstrate meaningful improvement in activation, adoption, and/or retention
• Establish a durable product operating system
• Clarify Hyper's strategic product positioning
• Demonstrate evidence supporting the next major product bets
• Build additional product capability only where justified by scale

The strongest applications demonstrate:
At least one example where you personally identified a non-obvious user, market, or product insight that changed strategy and produced measurable results.

The approved cash range for this mandate is in final review. It is published here before the process opens, and stated plainly in the first conversation — we do not make compensation a discovery exercise.

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