Working with the product teams — about 30% of your time

• Owning a problem backlog for your area — not a feature list. Every item names the customer, the problem, and the cost of delay if we do not solve it. If we cannot name the person and the problem, we do not build it
• Owning your area's roadmap. You bring it to the weekly stakeholder meetings and you present it at the leadership roadmap review. It is your roadmap, not one you inherit
• Defining what success looks like before work starts, and then checking whether it happened. We run product areas on four lenses: new users, returning users, successful journeys, and value created
• Pulling those numbers from live sources, with definitions locked before the pull. We do not infer per-customer or per-module behaviour from company averages, and we do not include a figure we cannot show the method for
• Running a team synthesis session after every round of research, before anything moves onto a roadmap. Even when the team thinks it already agrees. This is our control against confirmation bias, and it is not optional
• Helping us build Cost of Delay into how the business prioritises. We use it today in parts of the product function and we are extending it, region by region, into the conversation with Sales. It is partly built. You will be one of the people who finishes it

What are we looking for?

• Someone who wants to own a product area outright, alongside an engineer who owns it with them. Someone who would rather spend Tuesday in an operations centre than in a planning meeting. Someone who will tell us, with evidence, that the thing we were about to build is the wrong thing.
• You have a bias to action – you can help teams make high quality decisions quickly and follow them through
• You have run discovery with real users in a complex operational environment, and you can describe a time the findings changed the plan
• You are comfortable being the least expert person in the room and asking the question anyway
• You can hold a prioritisation argument with a commercial leader and win it on evidence rather than seniority
• You are willing to apply Cost of Delay as a prioritisation approach. If you have not used it before, you are willing to learn it and then defend it in front of people who have
• You are fluent enough with product data to define a measure, get it pulled, and spot when a number does not mean what someone claims it means
• Aviation or airport operations experience is useful. Curiosity about how physical operations really work is essential

What We Offer

• Competitive salary
• Best in Class Share Options scheme
• 25 days PTO + statutory holidays
• Take your birthday off work on us as well
• Extensive upskilling and training
• Digital Nomad Scheme

Our Ethos

AeroCloud recognises Diversity, Equality, and Inclusion at the heart of our business. They represent the mutual trust, respect and understanding we strive for. They are integral to our brand, reputation, success, business sustainability, and employee relations impact.

Our vision is to have a diverse, equal and inclusive organisational culture. We want everyone who comes into contact with us, both face to face and virtually, to feel valued and respected. We want our workplace both in the office and at home to foster belonging to all colleagues to feel seen, connected, supported, and proud. We will draw on the rich diversity of our workforce and harness the diverse contributions and considerable talents of our staff to achieve our vision in line with our organisational values and DE&I principles.

AeroCloud is an equal opportunities employer, so if you have any specific work or access requirements as a result of a condition or disability, then AeroCloud would be committed to working with you on the best way to support this at work.