Growth Product Manager

Who are PortSwigger

PortSwigger exists to enable the world to secure the web. We build the tools practitioners trust, the knowledge that trains security professionals, and a community that makes anyone who cares about security better — so anyone can make the internet safer. Our products are crafted with care, backed by deep research, and we lead through generous innovation: winning by setting the bar higher and sharing what we create, turning commercial success into wider positive impact.

Our culture didn't happen by accident — it was built deliberately, and it's something we protect with the same care we put into everything we make. We default to trust — brilliant people doing brilliant work, free from micromanagement. We aim for excellence, and we do it with care; performance and compassion go hand in hand. Joy, mastery and purpose belong together here — and if the work stops feeling good, we take that seriously.

The Product tribe shapes what we build and why. Product teams turn customer insight and research into clear product direction, fast experiments and polished, useful experiences. The tribe is about answering the tough questions — what to build, for whom, and how we measure success.

What you'll be doing

• own difficult, ambiguous product growth problems and turn incomplete information into measurable customer and commercial outcomes.
• identify where growth is constrained across acquisition, activation, adoption, retention, expansion, monetisation, pricing, packaging, positioning, or market share.
• define target outcomes, leading indicators, success metrics, guardrail metrics, stopping criteria, and follow-up decisions for growth work.
• create fast, credible learning loops through pragmatic experimentation, including prototypes, narrow launches, manual approaches, or temporary solutions where appropriate.
• work closely with engineering, design, data, marketing, sales, customer success, and leadership to align around shared problems, explicit trade-offs, and proportionate routes to learning.
• translate product behaviour into commercial value, using customer insight, behavioural data, funnel analysis, cohort patterns, and experiment results.
• make risks, dependencies, uncertainty, evidence quality, and trade-offs visible early, especially where growth experiments touch technical, operational, or security constraints.
• adapt plans when evidence changes, priorities move, or resources are redirected, keeping momentum without becoming attached to one solution.
• kill, narrow, pivot, scale, remove, or replace work based on evidence and explicit follow-up decisions.
• hold a high performance bar by creating organisational clarity, moving with urgency without recklessness, and making the people around you better through clear thinking, generous credit, and constructive challenge.
• personally drive measurable growth for a software product, with clear evidence of commercial impact rather than only feature delivery, traffic growth, or activity metrics.
• owned meaningful growth problems end to end, including diagnosis, prioritisation, experimentation, delivery, measurement, and iteration.
• can describe specific growth constraints, baselines, targets, leading indicators, customer behaviour changes, and realised commercial outcomes.
• can form testable hypotheses and define appropriate success metrics, guardrail metrics, stopping criteria, and follow-up decisions.
• can analyse funnels, cohorts, activation, retention, conversion, experiment results, and the limits of available evidence.
• understands software development well enough to have credible trade-off conversations with engineering.
• can create or direct lightweight prototypes and temporary solutions while containing security, operational, and evidence-quality risk.
• can translate product signals into a commercial case and an investment decision.
• has influenced engineering and go-to-market partners through evidence, explicit trade-offs, technical empathy, and clear judgement.
• made progress through blockers by investigating constraints, testing reasonable alternatives, and escalating only with a concise diagnosis and recommendation.
• comfortable being accountable for outcomes without needing to control every resource, team, system, or channel required to solve the problem.
• works in the open, communicates precisely about personal contribution and wider team contribution, and uses evidence to improve decisions rather than validate a preferred opinion.
• high-agency, resourceful, calm under ambiguity, low ego, and willing to change course when better evidence or judgement supports it.