Product Manager (ex-founder or ex-product engineer)

ABOUT POSTHOG Product development used to mean manually writing code, running analysis, diagnosing bugs, and rolling out changes using dozens of tools. PostHog makes products self-driving https://posthog.com/self-driving. It's the only platform that acts like a co-pilot for you (and your AI agents) to do it all – autonomously. We started with open-source product analytics, launched out of Y Combinator's W20 cohort https://posthog.com/handbook/story. We've since shipped more than a dozen products https://posthog.com/products, including: - PostHog Desktop https://posthog.com/desktop, the only AI devtool that understands your product, not just your codebase. - A built-in data warehouse https://posthog.com/docs/data-warehouse, so users can query product and customer data together using custom SQL insights. - PostHog AI https://posthog.com/ai, an AI-powered analyst that answers product questions, helps users find useful session recordings, and writes custom SQL queries. We are: 1. Product-led. More than 450,000 organizations have installed PostHog, mostly driven by word-of-mouth. We have intensely strong product-market fit. 2. Default alive https://paulgraham.com/aord.html. Revenue is growing incredibly quickly, and we're very efficient. We raise money to push ambition and grow faster, not to keep the lights on. 3. Well-funded. We've raised more than $180m from some of the world's top investors. We're set up for a long, ambitious journey. We're focused on building an awesome product for end users, hiring exceptional teammates, shipping fast, and being as weird as possible https://posthog.com/deskhog.   THINGS WE CARE ABOUT - Transparency: Everyone can read about our roadmap, how we pay (or even let go of) people, our strategy, and how we work, in our public company handbook https://posthog.com/handbook. Internally, we share revenue, notes and slides from board meetings, and fundraising plans, so everyone has the context they need to make good decisions. - Autonomy: We don’t tell anyone what to do. Everyone chooses what to work on next based on what's going to have the biggest impact on our customers, and what they find interesting and motivating to work on. Engineers lead product teams https://posthog.com/handbook/wide-company and make product decisions https://posthog.com/handbook/which-products. Teams are flexible and easy to change when needed. - Shipping fast: Why not now? https://posthog.com/handbook/values#why-not-now We want to build a lot of products; we can't do that shipping at a normal pace. We've built the company around small teams – autonomous, highly-efficient groups of cracked engineers https://posthog.com/founders/cracked-manifesto who can outship much larger companies because they own their products end-to-end. - Time for building: Nothing gets shipped in a meeting. We're a natively remote company. We default to async communication – PRs > Issues > Slack. Tuesdays and Thursdays are meeting-free days https://posthog.com/handbook/company/culture#were-on-the-makers-schedule, and we prioritize heads down building time over perfect coordination. This will be the most productive job you've ever had. - Ambition: We want to solve big problems. We strongly believe that aiming for the best possible upside, and sometimes missing, is better than never trying. We're optimistic about what's possible and our ability to get there. - Being weird: Weird means redesigning an already world-class website for the 5th time. It means shipping literally every product that relates to customer data. It means building an objectively unnecessary developer toy https://posthog.com/deskhog with dubious shareholder value. Doing weird stuff is a competitive advantage. And it's fun. PRODUCT AT POSTHOG Product management plays a slightly different role at PostHog https://posthog.com/handbook/product/product-team than at most other companies and is incredibly important. Instead of micro-managing engineers, PMs are responsible for research, data, and setting high-level context across the organization. They work across multiple products https://posthog.com/handbook/product/product-team#small-team-membership to determine how products are being used, what the competitive landscape is like, and how users are feeling about PostHog. Using the usual PM jargon we could say PMs at PostHog are very discovery-focused and don’t engage in delivery https://www.svpg.com/discovery-vs-delivery/ almost at all. Among other things, they: 1. Run growth reviews https://posthog.com/handbook/product/per-product-growth-reviews for products that have product-market-fit 2. Dive into data research projects to answer challenging questions without obvious answers 3. Organize user interviews https://posthog.com/handbook/product/user-feedback 4. Provide just-in-time product feedback for new and existing features, following our principles of shipping and iterating quickly 5. Coach product engineers on "how to do product https://posthog.com/handbook/engineering/product-engineering" If you want to know more about our philosophy of building products, read our article “Product Management is broken. Engineers can fix it.” https://posthog.com/newsletter/product-management-is-broken WHAT YOU WILL BE DOING: You will be joining PostHog as a Product Manager, working with one of our small engineering teams https://posthog.com/teams (with the potential to cover more than one team/product after your onboarding period), with a heavy emphasis on analyzing data, talking to users and owning the commercial aspects of your product(s): - We have a growth review https://posthog.com/handbook/product/per-product-growth-reviews with every product every month. As the PM, you ensure we have the right metrics, dig into things that have changed, understand what users are doing, why they're churning, etc. You use the findings to figure out if we need to dig deeper into a trend or reprioritize what we're building. -