Senior Product Manager

Ascend Analytics•Boulder, CO

9d•$140,000 - $180,000•Hybrid

About The Position

The Senior Product Manager will manage a piece of Ascend's product portfolio end-to-end, working across Ascend Analytics' platforms, particularly SmartBidder. You'll report to the Chief Product Officer, work alongside a product team with a wide range of backgrounds, and partner closely with engineering to turn strategy into something real customers use and outcomes we can measure. Part of the job is strategic, setting a product vision people can believe in. The rest is firsthand: discovery, prioritization, and the unglamorous work of shipping and learning from what happens after launch. This role matters because Ascend's product organization is scaling fast, and a growing platform needs someone who can manage a piece of it — without losing sight of the bigger picture. You'll balance shifting priorities inside your product area, collaborate closely with a team of product professionals, and show up in conversations with engineering, sales, and customer-facing teams whenever product questions come up. B2B software experience is needed, along with real depth in energy trading, RTO or ISO markets, and forecasting, whether that comes from doing the work directly or from building products for the people who do. Experience in a private equity-backed company is a plus but not required.

Requirements

Bachelor's degree in Business, Engineering, Economics, or a related field, or equivalent experience.
5+ years of B2B product management experience, managing a product area end-to-end across strategy, discovery, delivery, measurement, and iteration.
Direct experience in energy trading, RTO or ISO markets, and price forecasting, or experience managing or building products for the people who do that work, such as energy traders, RTO market participants, and forecasting analysts.
Comfortable partnering with, or informally mentoring, product managers earlier in their career.
Has worked directly with senior engineering partners, including a CTO, on product, technical, and delivery tradeoffs.
Excellent people skills and a real history of collaborating well with people who have distinctive styles and various levels of experience.
You can build product strategy, define how success will be measured, and explain both clearly to people outside the product team.
Communicate clearly, in writing and aloud, without a lot of noise.
Sound product judgment, with the ability to juggle multiple priorities, make evidence-based tradeoffs, and follow through.

Nice To Haves

Experience in the power and renewables industry or building products for energy market participants.
Direct trading desk experience placing real-time or day-ahead bids in ERCOT, CAISO, PJM, or ISO-NE.
Time spent inside a private equity-backed company, and a sense of what PE ownership expects around growth, metrics, and reporting.
MBA or master's degree.
Have worked on a product through a real growth period, not just a steady state.
Comfortable with SaaS metrics like ARR, retention, and growth, and how product calls can move them.
Have presented product plans to people above you.

Responsibilities

Manage the product strategy, roadmap, and success measures for your area, grounded in what's happening in the market, what customers need, and company priorities.
Get in front of customers and market experts yourself, use product data where it helps, and confirm a problem before asking engineering to build anything.
Work directly with the engineering team, including our CTO, on roadmap, resourcing, and tradeoffs across customer value, technical feasibility, timing, and shared capacity.
Write requirements and success measures people can build from, keep the backlog honest, and stay close enough to engineering that ambiguity doesn't stall delivery.
Speak up in conversations across the team when your product area needs airtime, in step with the rest of the product team.
Stay close with sales, customer success, and marketing so what you build reflects what customers are telling us and launches have a clear path to adoption.
Mentor other product managers when it's useful, informally, without taking on responsibility for their performance.
Push for structure where tradeoffs get fuzzy: build versus buy calls, what to prioritize inside your product area, and what not to do.
Define and track the metrics that tell you whether your product is working, and be straight about what you learn after launch, not just whether you shipped what you said you would.