General Manager

This role is open to candidates based in LATAM, Africa, and Eastern Europe. Please note that as this role supports U.S.-based clients, candidates must be available to work during U.S. business hours aligned with the client’s time zone.

ROLE INTENT

The General Manager, Product (Lifecycle Automation) owns an entire software business line end-to-end, including product, revenue, and profitability.

This role exists to take over the IP of an existing lifecycle automation software product and operate it as a standalone, profitable business unit.

You are accountable for:

- Revenue growth

- Margins

- EBITDA

- Long-term product viability

This is not a product coordination role.

This is a P&L owner role.

You report directly to the CEO and will be evaluated, promoted, or exited based on the financial performance of this business unit.

You are expected to:

- Own product strategy and execution

- Own how this product makes money

- Own upsells, expansion, and retention

- Own monthly profitability

Think like a CEO. Act like an owner.

TEAM & SCOPE (DAY ONE)

You will immediately own and manage:

- 1 Backend Engineer

- 1 Frontend Engineer

- 1 Client Success Manager

- 1 Account / Operations Manager

You directly own:

- Product roadmap and prioritization

- Pricing, packaging, and expansion strategy

- Customer retention and upsells

- Cost structure and margin discipline

- Monthly and quarterly P&L performance

You will work closely with:

- The CEO (strategy, capital allocation, performance review)

- Sales (deal support, upsell motions, feedback loops)

- Marketing (positioning input; accountability stays with you)

This is a business unit, not a feature team.

CORE RESPONSIBILITIES

P&L OWNERSHIP (NON-NEGOTIABLE)

- Own the full P&L for the lifecycle automation product

- Be accountable for:

- Revenue

- Gross margin

- Operating costs

- Monthly profitability (EBITDA)

- Decide where to invest and where to cut

- Build upsell and expansion paths into the product

- Ensure the business becomes more profitable over time—not just bigger

You are measured monthly on financial output, not effort.

PRODUCT VISION & ROADMAP (BUILT FOR REVENUE)

- Set and own the product vision with revenue in mind

- Prioritize roadmap items based on:

- Retention impact

- Expansion potential

- Sales velocity

- Cost-to-build vs. return

- Kill features that don’t drive adoption or dollars

- Ensure product decisions directly support profitability

Product exists to serve the business—not the other way around.

REVENUE GROWTH & EXPANSION

- Design and own:

- Upsell paths

- Add-ons

- Tiering / packaging

- Partner with Sales on:

- Strategic deals

- Enterprise upsells

- Objection handling tied to roadmap

- Personally step into high-impact sales conversations when needed

- Translate revenue friction into product or pricing changes

You do not “support” revenue.

You own it.

CUSTOMER SUCCESS & RETENTION (REVENUE-CRITICAL)

- Manage Client Success directly

- Ensure onboarding leads to fast time-to-value

- Tie retention and expansion to product usage

- Maintain tight feedback loops between:

- Customers

- CS

- Product

- Engineering

- Treat churn as a failure of leadership until proven otherwise

Retention is revenue.

ENGINEERING LEADERSHIP (COST + OUTPUT DISCIPLINE)

- Allocate engineering time as a capital decision

- Balance speed, quality, and margin

- Prevent overbuilding and gold-plating

- Ensure every sprint has a clear business justification

- Hold engineers accountable to outcomes, not just delivery

Engineering cost is part of your P&L.

WHAT SUCCESS LOOKS LIKE

90–180 DAYS

- Clear revenue model and pricing strategy in place

- Product roadmap explicitly tied to financial impact

- Baseline P&L visibility established

- Upsell paths live or in progress

6–12 MONTHS

- Revenue growing predictably

- Margins improving or intentionally invested

- Retention trending upward

- Product recognized internally as a real business, not an experiment

- CEO trusts you to run this without oversight

IDEAL BACKGROUND

This role is intentionally designed for someone who:

- Has founded or co-founded a company

- Has personally felt the weight of payroll, burn, and margins

- May have experienced a startup that didn’t work out

- Then went in-house and learned how companies scale

- Is now looking to own something meaningful again

Strong fits often include:

- Former founders

- General Managers

- Product leaders with P&L responsibility

- Early-stage SaaS operators with commercial instincts

If you have never been accountable for revenue, this role is not a fit.

REPORTING & ACCOUNTABILITY

- Reports directly to the CEO

- Wide autonomy

- Clear financial expectations