Product Manager

Key Responsibilities Own the delivery plan for the Hospital Management Information System across all three phases — sequence, dependencies, and the critical path to the first hospital go-live Drive the product roadmap for the modules hospitals actually use, and hold the line between what a customer asks for and what belongs in the product Collaborate across engineering, design, domain and clinical advisors to define success measures, priorities and implementation plans; manage each module from concept through to go-live Own scope and change control with the customer, using the later phases as the pressure valve when scope grows Develop the implementation plans, processes and workflows that make a rollout repeatable from the second hospital onwards Be the single point of accountability for whether the programme ships, when, and whether the customer knows Voice of Customer Translate what doctors, nurses, billing staff and hospital management need into user stories, through continuous discovery — floor visits, interviews, and time spent watching the work as it is actually done Use both usage data and direct feedback to judge whether a feature is working, and to inform what comes next Analyse trade-offs across customer value, clinical benefit, cost and effort Run regular demos with the hospital and bring the reaction back to the team the same week Carry the relationship day to day: the standing update, the escalation, and the uncomfortable conversation about scope or dates Delivery Oversight Prioritise work through an ordered backlog of user stories with clear timelines, and keep two sprints of ready, unambiguous work in front of the team Define and communicate acceptance criteria drawn from business and customer needs Run planning, stand-up, review and retrospective — short, decided, and worth attending Track progress against the plan honestly, and report slippage the week it becomes likely rather than the month it becomes certain Own the risk log, and the closing of the items on it Own the go-live and hypercare plan with the customer: cutover sequence, training schedule, who is on the floor on day one, and what the rollback looks like Keep the decision log — decisions taken in a corridor and never written down get re-litigated a month later Team Enablement Engage with the team regularly to give feedback on work in progress and to clarify requirements Coordinate with the founder and the technical leads on resourcing, sequencing and where specialist expertise is needed Remove blockers — chase the decision, get the access, find the missing answer, clear the dependency Provide performance management feedback for team members Protect the team from mid-sprint interruption, and say no on their behalf What You'll Bring Bachelor's degree in any discipline, or equivalent work experience — this role is not a technical position and no engineering background is required Six or more years running software delivery in teams of eight…