Senior Product Manager

Atrium•New York, NY

17d•Hybrid

About The Position

About Atrium Founded in 1995, Atrium is a WBENC‑certified leader in Extended Workforce Management and Talent Solutions, blending technology and human expertise to help leading brands reimagine how work gets done. Atrium delivers its market-leading solutions through four divisions: Talent Solutions, AtriumWORKS™, HR Advisory Services, and Atrium Innovation Research™ (AIR). All offerings integrate seamlessly to create flexible programs built for the evolving world of work. Overview About the AIR Incubator Atrium Innovation Research (AIR) is where early-stage ideas and applied research become products. The AIR Incubator is a hands-on venture studio: small, cross-functional teams take promising concepts - many rooted in emerging AI and machine-learning work - and move them from a hypothesis to a validated, revenue-ready product. We operate with the urgency of a startup and the resources of an established organization, running several bets in parallel and doubling down on the ones that show real traction. The Role We're hiring a Senior Product Manager to own the product direction of new ventures inside the incubator. You'll be the person who turns ambiguity into a plan: framing the problem, shaping the product, validating it with real customers, and driving it toward a market. This is a true cross discipline role - you'll spend as much time in customer discovery and go-to-market experiments as you do writing specs, and you'll lead engineering, design, and research partners without relying on a large existing playbook.

Requirements

8+ years in product management, including hands-on experience taking a product from “0 to 1” (startup, new-venture, or incubator setting strongly preferred).
A track record of shipping products in ambiguous, fast-moving environments where you defined the problem before solving it.
Fluency with AI/ML product concepts - you don't need to train models, but you can reason about what today's AI can and can't do and spot where it creates real value.
Strong customer-discovery instincts and comfort with qualitative and quantitative validation methods.
Experience influencing and leading cross-functional teams (engineering, design, research) toward outcomes.
Clear, persuasive communication - you can align a room and write a crisp narrative or spec.
Early go-to-market instincts: shaping positioning, pricing hypotheses, and landing first design partners or customers.
Comfort setting and defending early-venture metrics (activation, retention, willingness-to-pay) and making the investment case with data.
Strong project management skills.
Bias to action, high tolerance for ambiguity, and the judgment to know when to move fast and when to slow down.

Nice To Haves

Prior founder, founding-PM, or early-employee experience at a startup.
Tech, Marketing, or Sales background
Experience in staffing, enterprise workforce management solutions, or talent technology.
Familiarity with the domains AIR builds in (workforce technology), and an existing network of potential design partners or early customers.

Responsibilities

Own products from “0 to 1”: take new concepts from problem framing and prototype through launch and early scale, defining the vision, strategy, and roadmap along the way.
Turn AI/ML research into products: partner with researchers and engineers to translate emerging AI/ML capabilities into applications customers actually want and will pay for.
Run discovery and validation: lead customer interviews, design lightweight experiments, and use evidence to decide fast what to build, pivot, or kill.
Drive go-to-market: shape positioning, pricing hypotheses, and the earliest GTM motion; help land design partners and first customers.
Lead cross-functionally: align engineering, design, research, and commercial partners around a shared plan, and keep multiple bets moving without formal authority over the team.
Define and measure success: set the metrics that matter for an early venture (activation, retention, willingness-to-pay) and make the case for continued investment with data.
Communicate up and out: give leadership a clear, honest read on each venture's traction, risks, and next milestones.