Group Product Manager

Why this exists

What if the app that handles your home's money actually understood how homes work

The Indian consumer payments stack is functionally solved. UPI works. Wallets work. What's not solved is how money actually moves between the people who live together — flatmates settling rent and groceries, partners managing a shared household, families coordinating around staff and bills and birthday gifts. The everyday money inside an Indian home is still a WhatsApp message and a mental note.

Fave is the bet that this changes — and that the company that wins shared money becomes the operating layer for a generation of Indian consumers.

We've built the beta. Real users, real spend, real signal. Now we need someone to own the product as it scales.

The role

You'd own the product end-to-end. Strategy, roadmap, ship cadence, the whole thing.

There's no PM org to inherit — you'll build it. There's no playbook for what we're doing — you'll write it. You'll partner with strong, opinionated peers leading engineering and marketing/design who already know the product cold. The job is to bring product judgment to a team that has nearly everything else.

This is not a managerial role with an IC ladder underneath it. You'll lead, but you'll also build. You'll write specs you actually want to write. You'll prototype a feature before scoping it out. You'll ship a thing on a weekend because you couldn't stop thinking about it. The day you stop contributing individually is the day this role stops working.

What you'll spend time on:

→ Cross-functional leadership. Drive alignment with engineering, design, marketing, and BD — without managing them. The hardest part of this job is moving a team you don't own toward a north star they help define.

→ Knowing the customer better than anyone in the room. Live in the segment. Talk to users constantly. Understand the social, financial, and behavioural texture of how young Indians live and spend together. Customer obsession isn't a value here, it's a daily practice.

→ Combining insight and analytics to make agile decisions. You move between qualitative signal and quantitative truth fluently. You don't wait for the perfect dashboard, and you don't shoot from the hip. You triangulate.

→ Running the experimentation engine. Define hypotheses, design tests, decide what's instrumented, call results honestly. The team should ship 5–10 experiments a month, and you should be able to defend every one of them.

→ Owning activation and retention. The cohort retention number is the north star. You live with it, and you're accountable for it.

→ Defining what we build — and what we don't. The hardest call in a product like this isn't what's possible. It's what's next. That's yours.

→ Building the product team. First hires within 90 days. Roughly five PMs in 12 months. You'll set the bar.

→ Carrying the product story. Internally to leadership, externally to partners, candidates, and the press. The story matters as much as the product.

Who we're looking for

The best product leaders we've worked with don't reach for a 2x2 when the road forks. They look at the product, the users, the team — and they have a view. They hold it well. They change it when the evidence shifts. They don't perform conviction. They have it.

They've also never stopped doing the work. They write the spec, they sit in the user interview, they sketch the flow, they argue the metric definition. The title says lead but the day-to-day says builder.

Must-have

→ Built consumer products people use repeatedly. Mobile-first, high-frequency, habit-forming products are ideal.

→ Strong product judgment across insight, UX, metrics, and prioritisation. You can move from user conversations to flows to cohort reads to roadmap calls without outsourcing the hard thinking.

→ Early-stage product instincts. You know the difference between optimising a working funnel and finding the wedge before the funnel exists.

→ Hands-on builder energy. You can write a sharp spec, sketch a flow, run a user interview, define an experiment, and make the call when signal is messy.

→ Ability to build the product function. You've hired, mentored, or raised the bar for PMs before — even if the team was small.

→Built inside a startup. You've operated in a small, fast-paced team where speed, ambiguity, and direct ownership were the defaults. You don't need structure to do your best work — you create it.

Strong signals

→ You've built a product where growth came from the product loop itself, not just paid marketing.

→ You understand Indian consumer behaviour — especially how young people, couples, flatmates, and families coordinate money.

→ You've worked on social, fintech, commerce, payments, or other coordination-heavy products.

→ You've operated in a regulated or high-trust environment.

→ You use AI tools every day to increase the leverage of a small team.

→ You have unusually strong taste in product, copy, interaction design, and consumer storytelling.

Why you shouldn't join

We're a small team running fast at something big, with a public-stage parent company behind us. That's both the most exciting and the most awkward sentence in this JD.

The upside: we have the distribution, balance sheet, and licenses of a much larger company. The downside: we move at the speed of a startup inside a larger org. You'll be the person resolving that tension on the product side, every day.

You won't get to lead from above. If you're a strategy leader who builds decks and delegates the rest, this will be miserable for both of us. You'll be in the product in week one and shipping with the team in week two.

You won't be inheriting an org. You'll be building one. The first 12 months are heavier on doing than on managing.

You'll need to hold strong views without flattening the ones in the room. The peers you'll work with are not waiting to be led — they're waiting to be partnered with.

If you're optimising for title, ladder, or scope at the top of a mature org — wait six quarters and come back.