Sr Growth Product Manager

Job description

About the role The company Communications for the aging in America is broken. Seniors are isolated. Their families are anxious in ways that go far beyond "I hope mom's alright." James Graham started this company after seeing his own grandmother get taken advantage of by the large telecom hegemony. They are checking her bank account daily because they cannot tell if she is being scammed. They are calling three times a day because she did not pick up and they do not know if she is okay. They are lying awake wondering if she is connected to anyone, or just sitting alone. And at the most basic level, a lot of their phone service is completely unreliable or breaks entirely for the family once she reaches a certain age. There are 55 million Americans over 65 living at home. Most of them, and most of their families, are navigating this alone. Community Phone is fixing that. We built a phone so simple it works out of the box, no setup required. We wrapped it with AI-powered check-in calls that surface how she is really doing. And we built a family app that replaces daily dread with genuine safety and peace of mind. It is working. We are well into 8-figure subscription ARR, pacing to 9-figure, with 25,000+ families trusting us with something that matters deeply to them. Customers stay. They refer their friends. They tell us we took away an anxiety they had carried for years. We are a lean, product-driven team. The people who thrive here take full ownership, are mission-driven, move quickly, and care deeply about the customer. One of our product engineers won an Oscar for best foreign film, one team member is a Thiel Fellow, one is a Harvard Philosophy PhD dropout, others are the first growth hires at now Unicorn companies, other of our product engineers are former leaders of 60+ person engineering organizations, and many are former founders. The opportunity We have 25,000+ families paying us every month for something they deeply value. Churn is low. NPS is high. The upsell products are built and ready. What does not exist yet is the motion to move customers into them: the trigger identification, the experiment infrastructure, the lifecycle sequences, the in-product moments that surface the right product at the right time to a customer who already trusts us. That is what this role builds. From scratch. Owned entirely by you. With a clear revenue target, a strong data foundation, and a direct line to product leadership and the CEO. In year one, the PLG expansion opportunity alone is in the low millions of ARR. That is not a stretch goal requiring new customers or new channels. It is sitting in the base we already have, waiting for the right motion. And that is just year one. The bigger picture: we are building the definitive platform for aging in place. Phone service is the wedge. Check-in calls, the family app, and products we have not built yet are the expansion. The PM who builds the upsell motion now is building the system that monetizes everything that comes after it. What you will own Expansion revenue from our consumer subscriber base, measured in ARR The full upsell motion: trigger identification, experiment design, in-product nudges, lifecycle sequences, pricing page, and onboarding flows A prioritized roadmap of PLG experiments, run with shared engineering resources and a strong bias toward non-eng levers where possible The reporting and learning loop that makes each experiment smarter than the last What we are looking for You have run PLG or lifecycle-driven upsell experiments in a consumer subscription business before. You know what a good experiment looks like, you can build a basic framework to run them, and you can read results clearly without needing a data team to hand-hold you. You are comfortable without a dedicated engineering team. You find leverage in copy, sequencing, onboarding design, and pricing structure before you write a single ticket. When you do need eng, you prioritize hard and make the case clearly. You have owned a revenue metric, not just shipped features. You know what it feels like to have a number that is yours. One thing makes this role unusual: the customer is a senior or a caregiver, not a typical tech-forward subscriber. Standard PLG playbooks do not translate directly here. The PM who wins will develop real intuition for this audience and design upsell moments that feel like help, not pressure. That is a genuine creative constraint on top of the analytical work, and we think it is one of the most interesting parts of the job. You are probably a fit if You have 4+ years of product experience with at least 3 in a growth or monetization role You have worked in consumer subscription, not just B2B SaaS You can point to a specific experiment you ran, what you learned, and what it moved You are energized by owning a number, not just a roadmap You are both comfortable with ambiguity and heavily biased toward action You communicate clearly and understand fine distinctions quickly in structures or philosophies First 14 days: Diagnose and ship in parallel You have one week to become the most informed person at the company on why customers are not upgrading. Pull every relevant data cut yourself. Listen to recorded calls. Talk directly to customers who upgraded and customers who did not. Pressure-test every assumption the team holds about the expansion funnel. You are not waiting until the diagnosis is complete to start moving. By day 15 the first experiment is live. Not scoped. Not in review. Live. You will have access to dedicated eng resources. Days 15 to 60: Build the operation You are mapping every sub-funnel in the expansion motion and measuring each one. A dashboard exists and is being used. By day 60 you have a clear, written point of view on every sub-funnel: which ones have momentum, which ones are dead ends, which ones need more signal before you commit. The ones with momentum have active hypotheses shipping into them continuously. Not queued. Shipping. By day 60 the primary measure is revenue. Not experiments run, not hypotheses tested. Actual expansion ARR moving in the right direction with a model that shows how you get to the year-one number. Days 61 to 90: Accelerate The system is running. Your job in month three is to make it faster. More experiments per week, sharper prioritization, first significant eng bets in market. You know which sub-funnels to press and which to deprioritize. The 90-day review is not a check-in. It is a growth review with a live forecast, a clear point of view on the year, and a backlog that reflects real conviction about where the leverage is. The bar at 90 days: anyone in the room should be able to look at your dashboard and your forecast and understand exactly where the money is coming from and why. The team and structure You will report to our CEO and work day-to-day with the growth team, lifecycle lead, and engineers. You will have high visibility to the CEO. This is a small team, which means your work shows up fast and your judgment matters immediately. Why now 55 million seniors. A platform they trust. Products that genuinely improve their lives and their families' peace of mind. A base that is growing every month. The customers are there. The products are there. The data foundation is there. What has been missing is one person whose entire job is to systematically close the gap between what customers have and what they should have. If you want to own a number that matters, build something from scratch, and do it at a company with a mission you can actually feel, this is the role. About Community Phone Company Community Phone Company YC W19 built a simple cloud phone system for businesses that don't operate a call center. Our solution lets a business get all modern voice features (re-route if busy, greeting menu and IVR, programmable caller ID, cloud voicemail, etc) on their existing office phone and existing employee cell phones. All employees onboard instantly, no wifi required, no app to download. Businesses should not be missing out on orders because they can only take one call at a time, and they shouldn't need an IT person in order to get a modern business phone system.