Product Manager

Socket•,

21d•Remote

About The Position

Socket is seeking its first Product Manager to join their team. This role offers a unique opportunity to shape the future of Socket's product strategy, working closely with leadership and engineering. The Product Manager will be responsible for understanding customer needs, identifying problems to solve, making investment decisions, and translating these into shipped products. This position involves direct interaction with developers and security teams, as well as close collaboration with Customer Engineering and Sales. Additionally, the Product Manager will be instrumental in establishing and scaling product management practices, including prioritization, tradeoff definition, success metrics, roadmapping, and communication. The role requires building product practices from the ground up, as there is no existing playbook. The Product Manager will own prioritization across various demands, including customer commitments, support escalations, reliability work, and new opportunities, ensuring clarity on what each commitment displaces. A key aspect of the role is to deeply understand customer needs by engaging directly with them, participating in Customer Engineering and Sales calls, and testing solutions early. The Product Manager will partner with engineers and designers to translate priorities into detailed requirements, user stories, success criteria, and project plans. They will also need to consider technical constraints and costs when evaluating options, maintain a clear overview of all commitments, and provide guidance to go-to-market teams regarding promises and timelines. Finally, the role involves documenting expected benefits and assumptions for investments, tracking adoption and outcomes, and integrating learnings into future decision-making.

Requirements

Several years of product management experience, ideally owning developer-facing, security, or infrastructure products in a B2B SaaS environment.
A track record of making hard prioritization calls under real capacity limits. You're comfortable saying no, defining product boundaries, and making trade-offs explicit.
Technical enough to hold your own with engineers and customers alike, and to move easily between customer conversations, product strategy, detailed requirements, and technical trade offs. You know what a CI/CD pipeline does, what a lockfile is for, and why a check that adds two minutes to every build gets ripped out.
Customer curiosity. You get to the underlying problem instead of just passing along feature requests, and you confirm your understanding without making promises we can't keep.
You earn trust with engineers by bringing context, asking strong questions, and respecting their technical ownership, and you can influence Engineering, Customer Engineering, Sales, and leadership without relying on formal authority.
Strong project management instincts. You surface risks early and keep people aligned when scope or timing changes.
Clear, concise written communication. We work heavily async, so being able to write clearly, explain the why behind decisions, and keep everyone aligned matters.
Builder mindset. There’s no product playbook yet. You’ll help build it from the ground up.

Nice To Haves

Experience with software supply chain security, application security, vulnerability management, or security platforms.
Experience building products for developers or security teams.
Familiarity with enterprise software evaluation, technical sales cycles, and customer-driven roadmap pressure.
Experience joining as an early or first dedicated Product Manager.

Responsibilities

Own prioritization across customer commitments, support escalations, reliability work, and new opportunities, and be clear about what each new commitment displaces.
Dig underneath feature requests. Talk directly with customers, sit in on CE and Sales calls, and test proposed solutions early enough to change course.
Partner with engineers and designers to turn priorities into requirements, user stories, success criteria, and project plans with owners, dependencies, and milestones.
Engage seriously with technical constraints, balancing cost when evaluating options.
Keep a current picture of what we've committed to, from contractual obligations to exploratory work, and give GTM orgs clear guidance on what they can promise, what they can discuss, and how firm the timelines are.
Write down the expected benefit and key assumptions behind each investment, follow up on adoption and outcomes, and bring what you learn into the next round of decisions.