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
• Performance is evaluated primarily on EBITDA generated by this unit
  
  

Long-Term Growth Path (Optional, Earned)

This role is designed for someone who wants real ownership and long-term runway.

If this business unit becomes profitable, stable, and well-run, there are two potential paths, depending on interest and performance:

Path 1: Scale & Deepen

• Continue as General Manager of this business unit
• Grow revenue, margin, and scope
• Build a larger team and expanded product surface area
• Own this division long-term
  
  

Path 2: Build & Launch

• Transition this business unit to a replacement GM you help hire
• Move on to launch and scale new products or business units
• Operate as an internal builder / entrepreneur-in-residence
• Take on repeated 0→1 or 1→10 initiatives over time
  
  

Movement Between Paths Is

• Optional
• Performance-based
• Determined jointly with the CEO
  
  

This opportunity exists for someone who wants to build multiple real businesses, not just manage one.

The choice is yours. Our goal is to hire smart people and give them whatever they need to prevent them from becoming bored 🫶

Application Process

To be considered for this role these steps need to be followed:

• Fill in the application form
• Record a video showcasing your skill sets