Staff Product Manager

ParentSquare

3d•$185,000 - $235,000•Remote

About The Position

We are growing beyond our core communications product, and we need people who own the business of a product, not just its feature list. As our Staff Product Manger, you will own a single product line end to end: its growth, its retention, and its unit economics. You decide what is worth building, you make the case for it, and you own what happens after it ships. This is one of a small number of roles we are building the next phase of the company around, and we want it to set the standard for what product ownership looks like here. Most importantly, you’re someone who shares in our passion for improving the lives of students through communication.

Requirements

At least 8 years in product management in SaaS, including at least 3 years owning the outcomes of a product line or area over time, not just shipping features.
A track record of moving real business numbers such as revenue, retention, and adoption, and comfort reasoning about cost and margin.
Experience shaping and pitching high-stakes bets to senior leadership and owning the result.
You drive alignment across engineering, design, sales, and customer success on your own, and you move fast by enabling others rather than gating everything yourself.
Strong technical fluency. You can read API docs, understand system constraints, and weigh technical tradeoffs.
EdTech or another mission-driven product background. K-12 experience is a plus.
Familiarity with Shape Up or a similar appetite-driven way of working.

Nice To Haves

K-12 experience

Responsibilities

Own the business of your product line
Own the outcomes for your line: adoption, retention, and revenue. Tie the major bets to the numbers that matter (LTV, retention, acquisition cost, churn) and make the business case for the spend.
Own the unit economics too, not just the features. Where your line carries real cost, such as messaging or translation spend, you own those levers and the margin the same way you own growth.
Set the strategy for your line: what to build, what to stop, and what to defend when people push back.
Make the build-versus-buy and resourcing calls that protect the highest-value work over busy work.
Lead discovery and shaping for the hardest problems in your line, and run a cycle end to end without leaving dead ends for engineering.
Pitch high-stakes bets to leadership with conviction, and own the result.
Cut scope to protect the appetite. Catch the rabbit holes early, and raise risks before they grow rather than absorbing them quietly.
Work across engineering, design, sales, and customer success without needing a manager to broker it.
Set the goals and the guardrails, then let engineers and designers carry ideas to delivery rather than writing every spec yourself. Use our shared discovery and signal tools so the team spends its time on judgment, not manual synthesis.
Partner with the platform team on the shared rails your line depends on, such as the design system, data, and delivery infrastructure.
Build reusable AI workflows that make you and your team faster and the work better.
Use the shared signal data and evaluation tools owned by our Data and AI team, and help shape what they should become.
Stay responsible for quality. AI can do more of the work now, but you are accountable for what ships.