Product Manager

Thesis•New York, NY

8h•$175,000 - $200,000•Hybrid

About The Position

Thesis Care is building the AI-powered care team platform for infinitely scalable clinical capacity. We radically increase access and improve quality of care by combining AI agents with clinical experts to take on high-impact clinical operations and care management activities for healthcare organizations. We’re based in NYC, are growing rapidly, and are backed by significant venture funding from leading healthtech investors. We’re looking for a Product Manager to own the day-to-day product engine behind our core agents. You’ll turn a noisy stream of client needs and ideas into a sharp, prioritized backlog, keep two engineering teams shipping in rhythm, and help scope the new capabilities that push the platform forward. This is a hands-on, high-ownership role for a structured thinker who is as comfortable in a client conversation as in an engineering tradeoff discussion, often in the same hour. You won’t have formal authority over the teams you coordinate, so influence, clarity, and judgment are the job. Prior product-title experience matters less to us than raw reasoning ability, technical fluency, and the instinct to ask what a client actually needs versus what they asked for.

Requirements

A proven professional pedigree: You bring 4–6 years of PM experience, preferably with time spent at a high-growth, early-stage company where you've shipped in ambiguous, fast-moving conditions.
Structured thinking: The ability to decompose an ambiguous problem into parts, sequence them, and explain the logic clearly to anyone in the room.
A fast ramp on unfamiliar ground: You pick up new domains and tech quickly, which matters when you’re spanning two product areas plus healthcare context.
Strong written communication: Backlog quality and scoping docs live or die on clarity, and yours are sharp enough that people act on them without a follow-up meeting.
Ruthless prioritization and judgment: You rank against impact, effort, and dependencies rather than loudest-voice-wins, say no with a rationale stakeholders accept, and know what to decide now versus defer under incomplete information.
Requirements that hold up: You write acceptance criteria engineers can build against directly, without reverse-engineering intent.
Operational discipline: You keep ceremonies tight, coordinate cross-functionally without formal authority, and hold the line on scope creep when a sprint is under pressure.
Technical fluency: Enough depth to reason about feasibility and tradeoffs with engineers, not just relay messages, and to translate between client conversations and technical specs in both directions.
Healthcare awareness: An instinct to ask about data handling and regulatory constraints early, since scoping without compliance awareness produces specs that get torn up in review.
NYC-Based: You are based in New York and excited to be in-office 3 days per week

Responsibilities

Own the backlog for Core products: Hold a coherent, prioritized picture across both product areas, ranking work against impact, effort, and dependencies, and spotting where the two teams’ work collides or overlaps before it becomes a problem.
Write specs engineers can build from: Produce crisp requirements and acceptance criteria that engineers don’t have to reverse-engineer, so work moves from idea to build without a translation tax.
Ship meaningful products: Run the engine that turns the backlog into shipped software. Own the sprint cadence across both teams, clear blockers before they stall anyone, keep a live read on what's actually shipping versus what's stuck, and autonomously make decisions based on our business goals.
Drive scoping for new capabilities: Help shape what we build next and why. Pressure-test ideas against our long-term ambitions, reason about feasibility and tradeoffs with engineering, and frame scope so a first version proves the right thing before we commit to building the whole thing.
Coordinate across functions: Keep Delivery, Engineering, and clinical stakeholders aligned on what’s coming and why, reading team health and velocity signals and adjusting rather than just reporting them.