Senior Product Manager

Becoming You Labs

Full-Time · New York City (In-Office) · Reports to CPO · $140,000 - $160,000 base

About Becoming You Labs

Becoming You Labs is a life-discovery and career-planning platform built on a rigorous methodology that helps people find purpose at the intersection of their values, aptitudes, and economically viable interests.

Founded by Suzy Welch — bestselling author, NYU Stern professor, and host of the Becoming You podcast — the company reaches its audience through a fast-growing ecosystem of content: a weekly newsletter, podcasts, workbooks, YouTube shows, thought pieces, and more. Content is not marketing at Becoming You Labs — it is the product and the movement.

We are hiring a Producer to build and run an exciting, new, guest-based YouTube show from the ground up.

The Role

A year ago Becoming You Labs had 1 major product. Today we have two full platforms with a variety of new products, with more customers and more coaches arriving every month. We’re growing rapidly as we look to bring our methodology to the world.

This role will be the second product person here, working alongside the CPO across all of it: the platform build, the coaching and enterprise side, the assessment products.

What this role will own is how the product actually gets built, specs that are clear, thoughtful research, a roadmap that holds up under pressure, sequencing that’s synergistic with the engineering team, and stakeholders, founder included, who always know what's coming and why.

We're hiring for this position to make sure the right things get built, in the right order, at a quality bar we're proud of, and to be the person the team trusts to know the state of everything.

What You'll Do

Make the team faster

• Own the product cycle end to end: scoping, sequencing, specs, launch readiness, and the post-launch follow-through most teams skip
• Write requirements the team actually builds from: clear enough that engineering and design don't have to guess, short enough that people read them
• Lead with context, not control. Give the team the strategic picture and the stakeholder alignment they need to make fast decisions without you in the room
• Anticipate blockers before they create delays (go-to-market, legal, privacy, data handling, enterprise commitments) and bring the hard questions to the table early
• Coordinate launches across the whole company, not just engineering: community, courses, enterprise, and the help content and messaging that have to land at the same time
• Turn repeated learning into reusable patterns, team mechanisms, and better judgment, so the second launch is easier than the first

Make yourself faster

• Use AI to compress the product development cycle. Build your own prototypes, narratives, and live experiments to surface and test assumptions before committing design or engineering time
• Do a first pass on technical complexity yourself with coding agents, so conversations with engineering start from a real estimate rather than a guess
• Bring prototypes to design and working code to engineering to speed up handoffs and sharpen the discussion. They still lead and own their craft
• Ship directly what isn't worth a designer's or engineer's time: copy changes, configuration, small fixes, internal tools. The test is reversibility. The more contained and reversible a change, the more you should just do it. Anything with a large blast radius (assessment scoring, data retention, what we tell someone about themselves) brings in the right expertise, every time
• Automate the recurring work that slows product teams, so your time goes to judgment, discovery, and the decisions that matter

Find the direction

• Define the problems worth solving. A small share of what we could build drives most of the impact. Your job is to find it, make the desired outcome measurable, and reduce the problem to the smallest meaningful intervention
• Bring business context to every prioritization discussion: the problem, how big it is, what it costs to build, and what we expect back
• Lead the prioritization conversations for your area, and write the follow-ups that keep decisions from being relitigated
• Ship to learn. Close the loop, measure what changed, combine quantitative and qualitative evidence, and make the call to continue, adapt, expand, or stop
• Pressure-test the roadmap, not just execute it. Bring a point of view on what we build, in what order, and what we don't

Manage stakeholders, including the founder

• Be the connective tissue between the founder, the CPO, engineering, design, data science, and go-to-market
• Translate a founder's methodology and instincts into scoped, buildable work, and push back with reasoning when something doesn't reconcile
• Absorb and navigate ambiguity rather than withholding information or shielding the team from it

Stay close to customers and hold the quality bar

• Deeply understand our customers including all segments across B2B, B2C, and B2B2C and build compelling strategic directions to best serve them
• Partner with Design to drive our research practice: write the research plans, recruit and interview users, run usability sessions, and turn what you hear into prioritized work
• Pitch in on the support queue while we're small, not as the owner of it, but because being near the complaints is the fastest way to learn where we can improve. We plan to hire dedicated support; until then, everyone helps
• Keep a current, evidence-based picture of where customers are getting stuck, so prioritization arguments rest on something real

What This Role Is Not

• It is not telling people exactly what to build. Our designers and engineers are hired for their product sense. Your job is to maximize their impact
• It is not executing someone else's roadmap. You'll help set it
• It is not project management alone. Keeping the making on track is part of the job, but it's the floor, not the ceiling
• It is not leading with control. Lead with context

Anti-patterns we watch for:

• Performative work that doesn't change outcomes: the beautiful deck, the exhaustive doc nobody needed
• Structure for its own sake that slows things down
• Spread focus that produces limited progress in many directions

What We're Looking For

You might be a fit if you:

• Are based in New York City or willing to relocate. This is a full-time, in-office role
• Have 5–7 years of product management experience, ideally at a consumer app or SaaS company, with at least a couple of years owning delivery for a real product area
• Are exceptional at the operating half of the job: sequencing, dependencies, realistic timelines, and keeping a lean team unblocked without becoming a bottleneck yourself
• Have built things yourself, not just managed a backlog. You can make respectable prototypes (in your sleep), run experiments, push a small change to production, and AI tools are a core part of how you work rather than an occasional assist
• Manage stakeholders well under pressure. You can hold a line with a founder, disagree productively, and leave people more aligned than you found them
• Have run your own research and changed a roadmap because of what you heard
• Can build a credible business case and pull your own numbers rather than waiting for someone to run them for you
• Define success before the work starts, test ideas cheaply before committing a team to them, and are willing to call your own idea a miss when it is one
• Write unusually clearly. Specs, updates, research readouts, decision docs. Most of the job is writing
• Prefer simple over clever, and are comfortable making the call with incomplete information rather than waiting for certainty
• Bring low ego and a positive attitude. This is a small team where that compounds, and nothing is beneath anyone

Bonus If You Have

• Experience in personal development, coaching, wellness, education, or behavioral science contexts
• Background in or curiosity about psychology, values-based frameworks, or human behavior change
• Worked on assessment-based or data-backed products where the underlying model matters as much as the interface
• Experience in a founder-led company
• Exposure to B2B or enterprise delivery alongside consumer work

What You Won't Find Here

• A product org to coordinate with. You'll be one of two product people, which means real ownership and real accountability
• Layers of approval between you and a decision
• A finished strategy handed to you with a request to write the tickets

What You Will Find

• A product with a differentiated point of view rooted in real psychological research
• A founder and a CPO who will engage seriously with your thinking, and expect you to engage seriously with theirs
• Work that reaches people at consequential moments in their lives
• Meaningful ownership
• A small, talented team that trusts each other and moves with intention