Product Manager

• Notable’s deployed base is the most valuable asset we have. Today, the executives and operators who sponsor and run those workflows can’t easily see what’s live, what it’s delivering, or what they should do next. You’ll own that product experience end to end, from the intelligence layer up through the growth motion it unlocks
• Own the strategy for executives and operators. The COOs, VPs of patient access, revenue cycle leaders, and contact center directors who sponsor Notable and live with the results. You decide what they need to see, understand, and act on — and you own the surface where they do it
• Be in the room. This role is customer-facing by design. You’ll sit with executive sponsors and operators, build real relationships with the people running these operations, and turn what you hear directly into roadmap. If you want to build from a backlog, this isn’t the job
• Make the complex easy. Build experiences that pull non-technical operators in and make them stick. Easy onboarding, clear next steps, and a product that makes people feel capable instead of confused. Consumer-grade craft, aimed at people whose day job is running a clinic’s front desk
• Build the proactive intelligence layer. Turn what Notable already sees across every customer — outcomes, transcripts, extractions, failure modes, cost per run — into agents that tell an operator something true, useful, and safe to act on, without leaking data between tenants. You’ll define that knowledge base and the agents on top of it, alongside the agentic platform team
• Drive expansion and build the product-led growth motion. Partner deeply with Customer Success and GTM to turn usage and outcomes into expansion. Instrument it, run experiments, and growth-hack your way from a services-led motion to a self-serve one
• What Success Looks Like:
• You carry a number: expansion-driven utilization growth across the deployed base
• Executives and operators log into Notable on their own — because it tells them something they can’t get anywhere else
• Expansion conversations start in the product, not in a quarterly business review deck
• Customer maturity runs as product, not as a spreadsheet and a CSM’s calendar

Preferred experience

• 5+ years building products for operators who own business outcomes. You’ve owned a surface where non-technical users go to understand what’s happening and decide what to do about it
• You want to be in front of customers. You build relationships with executives, you’re energized by the room rather than drained by it, and you’d rather hear it firsthand than read someone else’s summary
• Growth instinct. You’ve run experiments on adoption, activation, and expansion — and you know the difference between a metric that moves the business and a metric that flatters the team
• A bias toward getting it done. You move through ambiguity using judgment and evidence rather than waiting for a complete brief, and you’d rather ship something real and learn from it than write another doc
• Technical range in both directions. You can hold your own in an architecture debate with staff engineers, then explain the tradeoff and its impact to a non-technical executive in two sentences. Both halves matter equally
• Consumer-grade product instinct, aimed at an operational audience. You make complex, technical systems feel effortless to someone who didn’t build them and doesn’t want to think about how they work
• Healthcare industry experience, especially with operational staff as end users
• Product-led growth experience in an enterprise or vertical SaaS context
• Experience with outcome measurement, benchmarking, ROI/value realization, customer health, or executive business review workflows
• Comfort reasoning about usage metering and unit economics (m3ter, Metronome, Orb, Stripe Billing)
• Product analytics and instrumentation background