Group Product Manager

Planitar•Waterloo, ON

4d•CA$150,000 - CA$180,000•Hybrid

About The Position

The Group Product Manager defines and drives product vision, strategy, and execution to deliver customer and business value, leading a cross-functional product and UX team and fostering collaboration, ownership, and continuous improvement. Using customer insight, market analysis, and technical innovation, they evolve the iGUIDE platform to meet user needs and unlock new opportunities. The role demands a builder's mindset — moving fast, deciding with incomplete information, and learning in-market rather than waiting for certainty — plus fluency with AI tools to prototype and validate ideas directly rather than waiting on documentation and engineering capacity. They also build and empower high-performing teams, balance long-term vision with iterative, data-driven decisions, and partner with engineering, marketing, sales, and customer experience to help the company adapt, innovate, and scale.

Requirements

Fluency with AI tools to prototype and validate ideas directly rather than waiting on documentation and engineering capacity.
Builder's mindset — moving fast, deciding with incomplete information, and learning in-market rather than waiting for certainty.

Nice To Haves

AI only to summarize interview notes, never to screen, assess, or decide on candidates — all decisions are made by our team.

Responsibilities

Co-own product vision with leadership; own the roadmap — sequence bets, kill what's not working, ship.
Run the lightest process that gets quality product out the door; cut anything that slows the team down.
Champion autonomy: empower cross-functional teams to solve problems and decide within strategic guardrails.
Borrow what works elsewhere, test it fast on a real problem, keep only what earns its place.
Use AI to prototype yourself — flows, rough models, demos — to de-risk decisions before committing engineering time.
Lead, mentor, and grow a high-performing team of product managers and designers (user experience and product), fostering a culture of innovation, collaboration, and accountability.
Coach the team directly
Raise the team’s ability to build with AI, setting the expectation that PMs and designers prototype and test their own ideas, and make space for them to learn the tooling.
Make the case for the people and budget the team needs, and be honest about the tradeoffs when the answer is no.
Work shoulder-to-shoulder with Engineering, Design, Marketing, Sales and Customer Experience
Tell the product story clearly to whoever is in the room, whether exec leadership, the board, customers or partners, covering the vision, what you are betting on, and how the last set of bets performed.
Stay close to customers, competitors and the market and turn what you learn into decisions the team can act on quickly.
Make continuous discovery a habit for the team, talking to users every week, testing ideas small and early, and letting real evidence settle debates.
Be the person in the room who knows what customers actually said, and hold the team to solving their problems rather than internal preferences.
Measure what ships. Combine the numbers with what users tell you, and iterate or pull back based on what you find.
Build and run the discovery-to-delivery motion so the team ships in small, frequent increments and can make its own calls without waiting on you.
Define and track key performance indicators (KPIs) to measure product success and inform data driven decision-making.
Make the call when the data is incomplete, document the assumption, and revisit it fast when evidence says otherwise.
Shorten the loop from idea to evidence: prototype, put it in front of users, and let what you learn decide whether it gets built properly or dropped.