Solution shaping & product definition

• Partner with Design and Engineering to explore multiple solutions before committing, using prototypes and lightweight experiments.
• Define MVPs that are meaningful and workable, avoiding thin, unworkable cores.
• Write clear product definitions: problem context, user needs, constraints, dependencies, success measures, and acceptance criteria.
• Break initiatives into user stories the squad can estimate and pick up, and run refinement so that work entering a sprint is understood before it starts.
• Keep specifications current as decisions change, so that the document stays the source of truth rather than becoming a record of the original plan.
• Flag data protection, security and compliance implications during solution shaping and integration decisions, working with stakeholders to resolve them before implementation.

Design partnership & line management

• Line manage a Product Designer: regular one to ones, clear objectives, honest feedback, and growth tracked against the design progression framework.
• Partner with them daily through discovery and solution shaping, and protect the time that good design work needs against delivery pressure.
• Agree what “ready” looks like in both directions between Product and Design, so that work moves without rework.
• Represent design needs and design capacity in planning, prioritisation and quarterly objective-setting.
• Support their development in a company with no separate design leadership, drawing on external input and on the wider leadership team where it helps.

Delivery leadership

• Maintain a strong connection between discovery and delivery, ensuring the squad always understands the “why” behind the work.
• Collaborate with Engineering on sequencing, trade-offs, and scope to deliver iteratively and safely.
• Stay available to the squad for questions that arise mid-build, and decide quickly enough that work does not stall.
• Work with QA to verify that what was built matches what was asked for, before anything is called done.
• Surface slippage early and in writing, with options: cut scope, swap priorities, or move the date.
• Ensure releases are supported with internal enablement: documentation, training, and clear comms to impacted teams.

Integrations & platform depth

• Own product decisions on integration depth: which accounting and ERP systems we invest in, which fields and behaviours matter to customers on each, and where thin coverage is costing revenue.
• Treat each integration as a vertical with its own nuances, rather than as a variation on Xero.
• Work with Engineering and Support to maintain a map of the integration estate, including what each upstream system can and cannot provide.
• Bring together the evidence on integration gaps causing lost deals and churn, and make the case for the ones worth closing.

Stakeholder alignment & commercial partnership

• Work closely with Sales, Success, and Partnerships to understand market signals, support customer conversations, and improve adoption.
• Align stakeholders on priorities through written narratives, clear trade-offs, and transparent decision-making.
• Help the business make smarter bets by framing decisions in terms of expected outcomes and risk.
• Decline custom requests that would consume the roadmap, with reasoning, and hold that position under commercial pressure.
• Support pricing and packaging work with the usage and value evidence it depends on.

Product operations & team effectiveness

• Contribute to effective rituals: opportunity assessments, discovery reviews, refinement, planning, demos, and retros.
• Champion a strong product culture: empowered teams, fast learning loops, high-quality decision-making, and radical ownership.
• Maintain a healthy, prioritised backlog focused on outcomes, learning, and value.
• Document product behaviour, decisions and domain knowledge as the work happens, so that the product does not depend on one person’s memory.
• Keep priorities, status and reasoning visible in writing, so that the squad keeps moving during absence.
• Maintain the definitions the company uses in common, including onboarding, activation, and time to first value.

Success Measures

• Delivery of measurable outcomes for their product area (e.g., activation, retention, expansion, reduction in churn drivers, improved cash collection metrics, reduced support burden).
• Evidence of strong continuous discovery: frequent customer touchpoints, rapid validation, and decisions grounded in learning.
• Engineering begins work with a clear understanding of the problem, the constraints, and the definition of done. Rework caused by unclear requirements falls.
• Delivery against quarterly roadmap commitments held at or above the level committed.
• High team clarity and momentum: the squad understands priorities, trade-offs, and success measures at all times.
• Strong stakeholder satisfaction with alignment, communication, and predictability of priorities.
• Increased adoption and engagement of shipped improvements, evidenced in Pendo against an agreed measure and a baseline taken before build, rather than asserted afterwards.
• Revenue lost to feature and integration gaps reduced, with causes recorded rather than recalled.
• Reduced waste: fewer “big bets” shipped without validation; fewer reversals due to misunderstood problems.
• Continuity: the backlog, the specifications, and the reasoning behind priority calls remain legible to others, including during absence.
• The Product Designer is well supported: clear objectives, regular one to ones, and visible growth against the design progression framework.

Key Competencies

• 3-5 years’ experience in product management, with clear evidence of hands-on craft: requirements, user stories, acceptance criteria and refinement written by the candidate rather than delegated.
• Domain experience in accounts receivable, accounting, payments, lending, or another area of B2B fintech, including an understanding of why payment terms, multiple entities, currencies and reconciliation are complicated.
• Familiarity with accounting or ERP systems as a product surface, or equivalent experience of a product built on integrations the business does not control.
• Understanding of empowered product teams, continuous discovery, and outcome-driven product thinking (Marty Cagan-style).
• Strong ability to frame problems, assess opportunities, and define bets using evidence and clear hypotheses.
• Excellent collaboration skills across Design and Engineering, able to shape solutions that are valuable, usable, feasible, and viable.
• Commercial judgement: understands how product work connects to revenue, retention, and customer value.
• Strong written and verbal communication: can align stakeholders, explain trade-offs, and create clarity in ambiguity.
• Fluent in both kinds of evidence: runs interviews and reads support tickets and customer calls, and is equally at home in usage and revenue data. Defines success measures, interprets signals, and adjusts priorities accordingly.
• Practical experience of a product analytics tool, including setting up the tracking rather than only reading the dashboards. Currently using Pendo, and