WHO WE ARE LOOKING FOR

We are hiring our first Product Manager.

Our Technology team ships a lot of good work today: a Salesforce-based origination platform, servicing and investor systems, a data and reporting layer we are building out now, and a steady stream of internal tooling for underwriting, operations and finance. What we do not yet have is one person whose whole job is where we invest next, and why.

That means more than a roadmap. It means agreeing what does not get built, and being able to say why out loud. It means looking across systems that grew up separately and judging which of them should stop being separate. It means going and finding out what our teams actually need to do their best work, rather than building whatever was asked for loudest. And it means owning the rollout, because a system nobody has adopted has not solved anything.

That is this role. You will sit next to the CTO and own the connective tissue between what the business needs and what the team builds. This is not backlog administration, and it is not a call you make alone in a room. You will build the investment plan with the people whose work depends on it: an underwriter, a CFO and an engineer in the same afternoon, and you will ground it in numbers and business impact rather than in who asked. It will get challenged, and when it does the answer is the evidence you built it on.

Compensation: Based on experience with room for advancement. The starting range for this role is $120,000 to $170,000. A comprehensive benefits package is available to all employees after a three-month waiting period.

Employment Type: Full Time; Monday to Friday; Ability to work fully remote or from our offices

Location: Headquarters - Vancouver, BC; Branch - Victoria, BC

RESPONSIBILITIES

• Own the investment roadmap. Where we direct our build capacity across the lending platform and internal systems is yours to hold. Build the sequence with the people whose work depends on it, publish it, and keep it honest as the business changes.
• Own what we choose not to build. A real plan declines more than it accepts. Make each trade-off visible and ground it in numbers, so the whole company understands why one thing came before another. On a small team this is the higher-value half of the job.
• Take a view across the estate. Our systems grew up to solve separate problems. Judge which of them should be one thing, where a point solution is quietly costing us, and where consolidating would buy more than another feature would.
• Find out what our teams actually need. Go to underwriting, operations, finance and our broker-facing teams and work out what is genuinely holding them back, rather than building the request that arrived loudest. Bring evidence, not opinion. And when what you find is manual work, your first question is whether a model or an agent can absorb it, not what form to build around it.
• Turn that into shippable work. Translate business problems into specs an engineer can act on without a translation layer. Prototype it yourself first where you can: a rough working version, built with the same tools the team uses, moves a conversation further than a document.
• Own the rollout, not just the launch. Plan how something reaches the people who need it: sequencing, migration, training, and the follow-up that turns a delivered system into an adopted one.
• Define success before we build. Every meaningful initiative gets a measure attached to it, and you go back and check whether we hit it.

WHAT THE FIRST YEAR LOOKS LIKE

• First 60 days: you understand how a mortgage and an investor moves through Neighbourhood end to end, you have met every internal team that depends on us, and you can name the three biggest sources of manual work in the business, the places where two systems are doing one job, and a first view on which of that manual work a model or an agent could take on.
• By six months: there is a published, prioritized investment plan that the people who helped build it recognize as the real one, a working intake process that has replaced ad-hoc requests, and a stated position on what we consolidate and what we leave alone.
• By twelve months: we can point at measurable business outcomes that happened because of how the work was sequenced, at least one of the manual workflows you named in your first 60 days has a model or an agent doing real work inside it with a human in the loop, the things we shipped are demonstrably in use, and the team is planning further ahead than the next sprint.

QUALIFICATIONS

• 5+ years in product management, including senior ownership of a roadmap you built rather than inherited.
• Experience with complex operational or financial systems: lending, banking, insurance, payments, or any business where regulation, money movement and human judgment all meet, and a track record of working directly with the non-technical people who run them and turning what they say into what they mean.
• Genuine technical fluency. You do not need to write production code, but you should be comfortable reading a data model, writing a SQL query, and having a real conversation about an API or an integration.
• Serious hands-on use of AI in your own craft: research, synthesis, specs, prototypes. Strongly preferred on top of that, you have shipped AI or agentic features to real users and can speak concretely about evaluation, failure modes, human-in-the-loop design, and where the technology genuinely does not work yet.
• Evidence of prioritizing under constraint: a small team, more demand than capacity, and a clear account of how you chose, including what you killed.
• A rollout you drove, not just a launch you announced. You have taken a system into an organization and got people using it.
• Clear written communication. We work remotely and asynchronously, so writing is the job.
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