Define and maintain a north star vision for Cedar’s product portfolio, then translate it into a roadmap that leadership understands, believes in, and will fund.
Develop a working command of the competitive landscape, including where Cedar wins today and where we have room to differentiate, and turn that into positioning the business can defend.
Lead the trade‑off conversations that set direction. When Sales, Operations, Compliance, and Finance each have a case for the next investment, you reconcile the competing priorities, form a clear recommendation, and bring stakeholders along with the decision. Build, buy, and partner analysis is one of the tools you will use to get there.
Bring commercial judgment to prioritization. Understand how product decisions affect cost to serve, margin, pricing, and revenue, and use that lens to rationalize the roadmap.

Spend time with the people who use what we build, including clients, internal operators, and global delivery teams, and develop a firsthand point of view on their needs.
Translate business needs into clear problem statements, and those into requirements and user stories the engineering team can act on directly.
Structure work so that assumptions get tested early, and adjust quickly as evidence comes in.

Partner day to day with a global delivery team working US hours across engineering, QA, and design, and own the outcome through release.
Sequence releases, manage dependencies and scope, and make the call when priorities compete.
Lead new product introduction from validation through launch, including enablement, documentation, migration, and adoption.

Communicate effectively at every altitude, from an executive strategy narrative to a detailed acceptance criteria review.
Build the cross‑functional relationships that help product decisions move quickly, and keep leadership current on progress, risks, and results.
Mentor an associate product manager and contribute to how product work gets done at Cedar.

Instrument what you ship. Define the metrics that matter before launch, track them afterward, and apply what you learn to the next decision.

The mindset for this role matters as much as the experience behind it. We look for:

Product sense. You can look at a problem, generate several credible solutions, and make the case for one. You have developed judgment about what good looks like, and you can articulate it to people who see it differently.
Comfort with ambiguity. You do well when priorities evolve and definitions are still forming, and you can hold several unrelated threads at once while keeping momentum on each.
An intrapreneurial approach. You treat internal constraints as problems to solve. You build the case, secure the resources, recruit the allies, and move the work forward.
Curiosity, extended to people. You ask the follow‑up question, and you assume a frustrated user has a good reason. Empathy has commercial weight here: we build for consumers under financial pressure and for clients whose reputations are in our hands, and that awareness makes for better product decisions.
A fast learning cycle. You test ideas early, read the evidence honestly, and change course when it points somewhere new.
Strong written and verbal communication. Your documents are clear enough that people act on them, and you are equally comfortable in front of executives and engineers.
Sustained drive through change. You keep momentum when strategy shifts and priorities get reordered.
Organizational fluency. You understand where decisions get made, who to bring along in advance, and how to build relationships before you need them.

Days 1–90. Portfolio audit complete: current‑state assessment of each product with usage, revenue, and known pain documented. A defensible point of view on the competitive landscape. Working relationships established with Sales, Operations, Compliance, Finance, and the delivery team.
Days 90–180. North star vision and roadmap drafted and socialized with leadership. At least one significant investment recommendation delivered with the trade‑offs documented. Intake and prioritization process defined and running. Baseline metrics instrumented for the highest‑value product.
Days 180–365. Next‑generation client platform direction approved and in delivery. Measurable improvement against two or three of the baselines established earlier. The associate product manager ramped, with defined ownership of a product area and work that no longer needs line‑by‑line review. Roadmap review operating on a predictable cadence.

Five or more years in product management, with a track record of owning products end to end, from discovery through launch and iteration.
Demonstrated B2B SaaS experience. You understand how enterprise software shapes the work: procurement cycles, administrator personas, configurability, migration risk, and the reality that your user and your buyer are often different people.
Experience modernizing or replatforming an established product with an existing user base.
Experience partnering with distributed or offshore delivery teams.
Strong written and verbal communication, with work you can point to such as a strategy document, a business case, or a launch narrative.
Comfort working with data. You can pull it, interpret it, and build an argument from it independently.
Bachelor’s degree, or equivalent practical experience.

FinTech experience, or product work in another highly regulated environment such as healthcare, insurance, lending, or payments, where compliance is a design input from the start.
Familiarity with accounts receivable management, collections, payments, or adjacent financial operations.
Experience with product intake, prioritization frameworks, roadmap process, and operating cadence.
Experience leading vendor evaluation and build, buy, or partner analysis.
Experience shipping AI or ML enabled product capabilities into production.

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