Product Manager

The Role, in One Sentence
You own the bridge between Customer Success and Engineering — making sure engineering builds what customers can actually use, and making sure customers understand, adopt, and champion what gets built.
The Three Metrics You Will Be Measured On
Product usage — are customers actually using the modules they pay for
Product champions — are there named people inside our accounts who advocate for us
Recurring revenue — retention and expansion, as an outcome of the first two
Everything below serves these three. If an activity doesn't move one of them, it isn't the job.
What This Job Actually Is
Read this section carefully. It is the most important part of this posting.
What It Means Day to Day
~40% Product
Owning the roadmap for existing modules. Prioritisation. Writing specs. Relentlessly simplifying — fewer clicks, less jargon, usable by a 55-year-old warden and a 19-year-old student alike. Deciding what does not get built.
~30% Engineering & Delivery
Sprint planning, grooming, scope management, release coordination, UAT, post-release verification. Working daily with our Tech Lead and engineering team.
~30% Customer-Facing Product Work
Product demos. Feature training. Webinars. Roadmap sessions that get customers excited about what's coming. Gathering requirements first-hand rather than second-hand.
Travel is occasional, not routine. Most customer work is remote. Expect on-site visits some months and none in others.
What This Job Is Not
Not account management. We have a Customer Success team. They own accounts, escalations, support tickets, and day-to-day service. You do not.
Not a growth role. There is no funnel to optimise, no experimentation programme, no PLG motion. If your last three years were Mixpanel dashboards and A/B tests, this will make you unhappy within six months.
Not pure product, not pure engineering. You will not sit in Figma all day, and you will not be writing code. You will spend your time translating in both directions — and the translation is the value.
What You Will Own
Product
Roadmap for existing modules — user management, leave and attendance, tickets and assets, mess, amenities, checklists, visitor management, finance, notifications
Prioritisation across competing asks from Customer Success, Sales, and Engineering
Simplification as a discipline. Our users are not software people. When engineering ships something in six clicks, your job is to ask why it isn't three. When a screen uses internal terminology, your job is to catch it before a customer does.
Saying no — to customers, to Sales, and to engineering — with a reason that holds
Protecting the roadmap from one-off customisations that fork the product
Delivery
Sprint planning, grooming, and release coordination with the Tech Lead and engineering team
Turning requirements into specs engineering can act on, with the "why" intact
UAT and post-release verification — confirming it works for the customer, not just in staging
Never committing a date engineering hasn't agreed to
Customer-Facing Product Work
Product demos that make non-technical institutional buyers want the product
Training existing customers on new features so they actually get adopted
Webinars and roadmap sessions across the customer base
Building product champions inside accounts — the people who will renew and expand us
First-hand requirement gathering, so we aren't building from a game of telephone
Systems, Not Heroics
Every commitment logged. No verbal promises that live only in your head.
Building the process so it runs without founder involvement.
Must-Haves
3+ years of full-time product management, post-graduation, with real ownership specs, prioritisation, sprints, releases.
Demonstrable ability to run an excellent product demo to a non-technical audience. This is tested, not taken on trust.
Experience with external paying customers. Internal-platform-only PMs do not fit — you need to have built for people who could leave.
Sprint ownership: planning, grooming, scope, release. Not "worked alongside a Scrum Master."
A demonstrated instinct for simplification an example where you removed steps, jargon or complexity from a product and can explain what it did to adoption.
Requirements ownership: you have interrogated a request, not transcribed it.
Written English strong enough to send an email to a university Dean without review.
Bengaluru-based or genuinely relocating. This is an onsite role.
Strongly Preferred
Education, EdTech, campus, or institutional software
Products used by low-digital-literacy or non-technical user bases
Experience running customer webinars, training programmes, or feature-adoption campaigns
Explicitly Not Required
Mixpanel
Amplitude
A/B testing
funnel and cohort analytics
PLG
SQL
growth experimentation
consumer product background.
These will not improve your candidacy. Their absence will not hurt it.
Skills: sprint planning,edtech,customer engagement

Work arrangement
No