Principal Product Manager

Who You Are

You ship. You've owned real products used by real people, and you measure yourself by what made it into customers' hands, not by the tidiness of your backlog. Ambiguity doesn't slow you down. You'd rather write the first draft, put it in front of people, and get corrected than wait for perfect information.

You're technical enough to earn an engineer's respect. You can read a design doc, ask the question that exposes the risk, and hold your own in a scoping conversation without needing a translator. That same depth shows up in how you think about security. Maybe you've carried a pager, run a detection program, or sat in a SOC at 2am. Maybe you haven't, and what you have instead is a track record of dropping into an unfamiliar domain and pulling expertise out of the people who live in it, fast. Either path works here. What doesn't work is holding confident opinions about a security workflow you've never watched anyone actually perform.

You want to break new ground. This category is being defined right now, in public, and there is no reference design to copy. Plenty of what we build has no precedent, and the honest answer to "how does everyone else solve this?" is often that they don't. That should energize you rather than worry you. Our best work comes from people who look at how the industry has always done something, conclude it's wrong, and can explain exactly why.

You have strong judgment about what matters. When everything is urgent, you pick the right thing, explain why in a sentence, and move. You're comfortable saying no, and comfortable being wrong quickly.

Why You Matter

As a Principal Product Manager, you own product areas end to end. You are accountable for what gets built, when it ships, and whether it was worth building at all. Engineering looks to you for requirements clear enough to execute on without waiting. Sales and Customer Success look to you for a roadmap they can stand behind in front of a customer. Our customers feel your prioritization decisions every single day.

The scope is bigger than delivery. The platform is real and in the hands of enterprise security teams, which means the interesting questions have moved on. What should these agents be capable of a year from now? Where do they hand off to each other, and what work disappears entirely when they do? How much of the SOC can a customer hand over, and what earns that trust? You'll own a meaningful piece of answering that.

What You'll Do

• Own the roadmap. Set a point of view on what your products should become, then define and sequence the work that gets there. Keep it honest about what is committed versus what is aspirational.

• Write requirements that hold up. Produce PRDs clear enough that engineering can estimate and build without a meeting to decode them.

• Drive delivery. Partner with engineering leads daily on scope, sequencing, and tradeoffs. Unblock relentlessly. Cut scope when the date matters more than the feature.

• Earn the security context. Sit in on POVs, customer calls, and escalations. Learn how our sharpest customers actually run their SOC, and turn that into prioritized work with a clear rationale.

• Build for trust. Security teams adopt what they can inspect. Design for the level of transparency, control, and measured accuracy that earns a customer's autonomy.

• Land what you ship. Ownership doesn't end at merge. You're responsible for enablement, launch, and whether anyone actually uses the thing.

• Measure the outcome. Define what success looks like before you build, then go check.

What You'll Bring

• Demonstrated judgment under ambiguity, with a bias toward deciding and moving

• A high sense of urgency and personal ownership over outcomes

• Appetite for building in a category with no established playbook

• A track record of owning products end to end and shipping on a fast cadence

• Either real depth in security operations, or a proven ability to acquire domain expertise quickly by working shoulder to shoulder with expert customers

• Experience working directly with customers, including technical buyers and practitioners

• Exceptional written and verbal communication. Your documents are the artifact the team works from