Senior Product Manager

Senior Product Manager

About Suzy

Suzy is a teammate: an always-on partner who has a deep understanding of the business — its customers, its market, its competitive landscape — and puts that knowledge to work. Suzy is here to propel teams forward, so they walk into every decision faster, sharper, and act with real conviction.

This means our customers need to feel that shift in every interaction they have with us, not just read about it in a press release.

The Role

Suzy is looking for a Senior Level Product Manager who treats time with customers as the job, not a break from it.

This role sits at the center of the business, not off to the side of it. You will spend real time with the customers who depend on Suzy every day, translate what you hear into product decisions that matter, and make sure Sales and Product are never telling two different stories about what we can do and where we are headed. As Suzy asks its customer base to trust us with something bigger than a research tool, you will be one of the people responsible for making sure that trust is earned — and that our reputation reflects the caliber of what we are actually building.

You will also own the machinery that determines whether that trust holds up: the evaluation pipeline and quality loops behind our AI capabilities. What we serve customers is only as good as how rigorously we measure it, and Product owns that call.

This person is someone who reads the market — the shifts, the tailwinds, the gaps that have yet to be moved on — and turns that into a strong, well-argued point of view about what customers need next and how to deliver it. Say it plainly. Defend it in a room where people disagree, because you have done the work to earn the conviction, not just the opinion.

Key Responsibilities

Customer Discovery & Voice of the Customer

• Run a standing cadence of customer conversations — a set number of discovery calls every week, not a burst before planning — with particular focus on our new ICP, where our assumptions are least tested.

• Get in front of customers constantly — calls, QBRs, site visits, win/loss conversations — and treat that time as core product work, not a break from it.

• Let that cadence drive three things, not one: what we build, how we engage customers in the product, and how we go to market.

• Turn what you hear into a clear, prioritized point of view on what the product should do next, backed by data and specific customer stories, not generic feedback themes.

• Build the ongoing habits — customer advisory input, structured feedback loops — that keep customer input flowing into product decisions year-round, not just at renewal time.

The Evaluation Pipeline & AI Quality

• Own the evaluation pipeline and the go/no-go on changes to evals, the prompt system, and prompt chaining — everything that materially drives the quality of what we serve customers.

• Define eval strategies, quality loops, and failure-mode design: what we measure, what constitutes a regression, and what has to pass before a change reaches a customer.

• Decide when to trust the model and when to defer to a human, and make that boundary explicit in the product rather than implicit in the code.

• Hold the line on quality when speed and rigor are in tension, and be able to explain the tradeoff to Engineering, to leadership, and to a customer.

Adoption & Retention

• Move usage of our AI capabilities beyond chat and chat-built surveys, into the surfaces where customers do the rest of their work.

• Own the retention curve for your area and get it where it needs to be — know which behaviors predict renewal and design deliberately toward them.

• Define what success looks like for your area and hold the team to it — adoption and retention, as well as the harder-to-measure signal of whether customers are more excited about the product than they were two quarters ago.

• Root the roadmap in customers' real jobs to be done, not just the feature requests sitting in the backlog, so the product solves the underlying problem instead of the surface ask.

The Product–Commercial Operating Rhythm

• Build and run a formal cadence connecting the roadmap to renewals and open deals: what needs to be true by when, and what it is worth in dollars.

• Sit at the connective point between Sales and Product: bring what Sales is hearing in the field into roadmap conversations, and translate the roadmap into language Sales can use with confidence in front of a customer.

• Partner directly with Sales and Customer Success on renewal and expansion conversations where product credibility is the deciding factor.

• Build the proof points, demos, and talk tracks that let Sales tell the product story as well as Product does.

• Partner on pricing and packaging so the value the product creates is value Suzy actually captures — pricing is part of the product, not a number handed down after the fact.

Market & Landscape Sensing

• Maintain a regular read on our competitive set — what they are shipping, how they are positioning, and where they are winning.

• Look beyond it: study how other vertical-AI companies build their products and their businesses, and what is moving in software broadly.

• Turn that read into a point of view the company can act on — where we should follow, where we should differentiate, and where the market is about to move without us.

Product Strategy & Execution

• Own the roadmap and prioritization decisions for your area of the platform, balancing customer signal, business strategy, and technical feasibility.

• Drive the business forward, not just the product — connect the features and metrics you own directly to what moves retention, expansion, and new business.

• Partner closely with Engineering, Design, and Marketing to ship work that customers actually notice.

Evangelism & Reputation

• Act as one of Suzy's most visible champions for the product — able to explain what Suzy does, why it matters, and where it is headed, to a customer, a prospect, or a new hire, with the same conviction every time.

• Find where Suzy is already delivering real value for customers and make sure that story gets told — to the market, to prospects, and back to the team doing the work.

• Represent Suzy in customer-facing forums, webinars, and industry conversations that call for a credible, energetic product voice in the room.

Leadership Without the Org Chart

• Set the standard for what strong customer instincts look like — in prioritization debates, in customer conversations, in how the team talks about the product — and hold the people around you to it.

• Build enough trust across Product, Sales, Engineering, and Customer Success that people seek out your opinion before a decision gets made, not after.

• Show up as someone who raises the level of everyone around them, regardless of reporting lines.

Definition of Success

• This role is accountable for helping Suzy meet its bookings targets, not only for delivering the roadmap.

• Gross revenue retention shows measurable improvement — this individual can point to the specific actions that drove GRR.

• The retention curve for AI capabilities improves, and usage extends meaningfully beyond chat and chat-built surveys.

• A customer discovery cadence is running consistently, with a documented trail from what we heard to what we shipped.

• Eval coverage and quality loops are in place for every AI surface we ship, and quality regressions are caught before customers find them.

• A product–commercial cadence is operating, and the roadmap can be tied to specific renewals and deals with dollar values attached.

• Customers should be able to point to specific product changes that resulted directly from their feedback.

• Sales must have a partner in Product who makes deals easier to close and renewals easier to defend.

• Suzy's reputation among its existing customers should be measurably stronger than it was one year earlier, reflected in more than usage metrics alone.

• The roadmap should reflect a clear, defensible point of view rather than an unfiltered list of incoming requests.

What We're Looking For

Experience & Skills

• 6+ years in product management, with direct ownership of roadmap and prioritization decisions.

• Experience shipping LLM-powered or AI-native product surfaces, with hands-on ownership of evals, prompt systems, or model quality — you have decided what "good enough to ship" means and defended it.

• Fluency in quality measurement for probabilistic systems: designing eval sets, reasoning about failure modes, and knowing where a human belongs in the loop.

• A demonstrated track record of building real relationships directly with customers — not just reading research summaries about them.

• A track record of moving adoption and retention curves, not just shipping features.

• Experience working closely with a Sales or Customer Success organization, ideally in B2B SaaS or another enterprise environment.

• Comfort with ambiguity and a fast-moving product; Suzy is mid-transition, and this role will be as much about defining the work as executing it.

• A sharp, clear communicator who is equally credible in front of an engineer, a CMO, and a customer.

Ready to help brands hear the real human voice behind the data? Apply now and be part of Suzy’s next chapter in AI-powered insights.

Benefits:

• We take care of our employees and their families. We have generous health dental and vision benefits, and our 401K plan vests immediately

• A friendly, fun, and collaborative work environment that allows for frequent exposure to executives

• The opportunity to make an immediate impact as a part of a fast-growing company

• The target base compensation for this role is $220,000 - $250,000 / yr.

Suzy is an equal opportunity employer. We are a welcoming place for everyone, and we do our best to ensure all people feel supported and connected at work.

Suzy is committed to protecting its customers, employees, partners, and the company as a whole, from damaging acts that are intentional or unintentional.  Effective security is a team effort involving the participation and support of every user who interacts with company information/data and systems. It is the responsibility of each individual to help protect company information assets.

#LI-Remote #LI-LH1

Click Here to view our Applicant Privacy Notice