AlertMedia - Product Manager

• Product Manager • What You Get To Do Every Day: • Develop deep expertise in the personas we serve — security, safety, business continuity, IT, and operations leaders, and the responders who execute when something goes wrong — including how their work is structured, staffed, measured, and escalated. • Interview customers and prospects continuously. Run discovery conversations, workflow walk-throughs, and feedback sessions that produce specific problem statements rather than feature requests. • Maintain a clear, current view of the problems we solve well today, the opportunities to solve problems better, and the problems we should be solving 12 to 24 months from now. • Track industry trends, the automation and AI landscape, platform and integration changes, and the competitive field, and translate them into implications for our roadmap. • Strategy, Prioritization, and Roadmap Ownership • Own the roadmap for new AI capabilities: decide what we build, what we defer, and what we decline, with reasoning that stands up to scrutiny. • Shape the strategy and positioning for a product that is still being defined and build the case for where it should go next. • Balance business objectives, customer needs, and industry trends when sequencing work, and make the tradeoffs explicit to stakeholders. • Define the problem sets and jobs to be done that anchor each initiative, so the team understands the outcome before it debates the solution. • Working With Development and Design • Partner with Engineering and Design to translate customer problems into specifications, acceptance criteria, and deliverable milestones the team can execute against. • Break large initiatives into releasable increments that produce customer value early and inform what comes next. • Stay close through delivery — grooming, scope decisions, testing, and launch readiness — and resolve ambiguity before it becomes rework. • Prototyping With AI Tooling • Use AI development and design tools such as Claude Code, Claude Design, and Codex to build working prototypes, pressure-test concepts, and put something tangible in front of customers in days rather than quarters. • Treat prototypes as a research method: use them to invalidate weak ideas inexpensively and to sharpen strong ones before Engineering commits. • Bring that fluency to the wider product team and raise the bar for how quickly we can move from idea to evidence. • Define what success looks like before launch — adoption, time saved, workflow completion, reliability, retention impact, revenue contribution — and instrument for it. • Analyze product usage data and customer outcomes after release, report honestly on what worked and what did not, and feed those findings into the next round of prioritization. • Go-To-Market Enablement • Work with Product Marketing to position new capabilities, shape messaging, and equip Sales, Customer Success, and Support to sell and support them with confidence. • Translate product functionality into narratives and practical applications that customer-facing teams can use in real conversations. • Lead internal training, demos, and Q&A sessions so the organization understands not just what shipped but why it matters to the people who use it.