Product Manager, Subscription Products

Nothing has built a hardware brand that millions of people genuinely care about. The next chapter is paid software, products people choose to pay for, in a category full of well-funded incumbents moving fast. We think there's a better way to build here, and we intend to prove it.

The product team is working on the hard part right now: defining exactly who this product is for and why they'd switch. Turning willingness-to-pay into a tested number rather than a hope. And shipping against launch dates set by hardware keynotes while staying loose enough to pivot the moment the signal says so.

Software is a company-level priority, backed from the very top. You'd join as the biggest product and commercial decisions are being made, with a real seat at the table, co-authoring the strategy with senior leadership and building it with your own hands.

• Define the product's purpose and where it wins: sharpen positioning against established incumbents, and know exactly who it's for and why they'd switch
• Own the product roadmap end to end: discovery, prioritisation, and sequencing with engineering and design, and ship against launch dates
• Own pricing and packaging: architect the tiers, decide which features drive adoption for free and which are gated to drive subscription revenue
• Pivot fast on signal: re-sequence the roadmap when market, competitor, or user evidence demands it, and defend both the pivot and what you deliberately set aside
• Run deep user research: segment target prosumers, find the intersection of what people love and what they'll actually pay for, and make willingness-to-pay a tested number
• Partner with growth marketing to jointly own activation and free-to-paid conversion: you own what converts, they own who arrives, trading signals both ways so product and go-to-market evolve together.
• Build early product and commercial infrastructure hands-on including billing logic, activation and retention metrics, and pricing experiments.

What we're looking for

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