VP, Product

About the role

Second Nature is seeking a senior product executive to lead Product Management as a portfolio of businesses. This is the most senior product management role at the company, reporting to the Chief Product & Technology Officer with regular, direct exposure to the CEO/Founder and executive team. The role leads a team of Group Product Managers, each accountable for a product line as a business, and works with them as general managers to drive business outcomes. The leader owns the expansion of the Resident Benefits Package category, overseeing unit economics, revenue, and retention across the portfolio, and is responsible for metrics such as attach rates, share of new revenue from newer product lines, retention and new logo acquisition, unit economics improvement, and a roadmap that rationally allocates investment against business outcomes.

Responsibilities

• Sets business outcomes and priorities for the product organization, allocating investment against a stated methodology and explaining trade‑offs when priorities change.
• Develops product managers into general managers of their product lines, raising the bar on product talent.
• Makes decisions under ambiguity, moving forward with imperfect information and adapting when customer evidence contradicts the plan.
• Aligns Engineering, Finance/RevOps, Go‑to‑Market, and Customer Success/Operations behind portfolio priorities using business logic each function recognizes.
• Owns outcomes, not just handoffs, staying accountable when results depend on work outside direct control.
• Partners with Engineering on capacity, feasibility, and delivery; with Finance and RevOps on unit economics, line‑level attribution, pricing, and portfolio margin; with Go‑to‑Market on positioning, distribution strategy, new logo acquisition, and attach‑rate mechanisms; with Customer Success and Operations on retention drivers, post‑sale experience, and service constraints that shape adoption.

Requirements

• Has run multiple product lines simultaneously as distinct businesses, each with its own revenue, margin, and growth accountability, during a period of rapid growth.
• Has led a product organization of 20+ including a layer of product leaders, and has developed product managers into general managers rather than only hiring the capability.
• Has personally carried revenue and margin accountability for a product line, not just delivery accountability.
• Has operated inside a founder‑led organization through a period of rapid growth and fast‑changing direction.
• Has partnered directly with GTM and Finance leadership on pricing, packaging, and commercial strategy.

Skills

• Commercial curiosity: asks what moves revenue and what customers will pay for before deciding what to build.
• Disciplined