Senior Product Manager (Juices, Conc. & Derivatives)

Not just from A to B. Define B first.

This is a senior Product Management role built around a new, focused category — deliberately scoped small at the outset, with room to grow based on fit and results.

Most product roles start with a roadmap and execute it. This one starts further upstream: you need to understand the market well enough to help define where the category should go — not just how to get from A to a B someone else already picked. Working closely with the Category Manager, you help shape that destination and the path to it, build the portfolio behind it, and sell it to Sales so Sales can sell it to the client.

It calls for two things that rarely sit in one person: a business mind that reads the market, and enough technical, engineering-level understanding of ingredients to know what's genuinely buildable. Every product decision comes back to the same four questions: what, to whom, in what form, at what price, for what use — and we build against real demand only, never speculatively.

Key Resposabilities - What you'll own.

Market Intelligence & Strategic Input

• Go deep on the category's target segments. Understand exactly what each buyer needs — functionally, technically, and commercially — before proposing where Hubcycle should play.
• Define B, not just execute it. Bring market-grounded recommendations to the Category Manager on where the category should go and how to get there — you're a contributor to the strategy, not only its executor. 
• Track the competitive landscape. Know where the category is genuinely competitive on price, spec, and availability — and where it isn't, yet.

Portfolio Build

• Turn validated strategy into product. For every SKU, answer the same four questions: what, to whom, in what form, at what price, for what use.
• Build only against real demand. No speculative development — every addition to the portfolio traces back to a validated market need.
• Own the category's portfolio structure and its evolution, within the scope agreed with the Category Manager.

Sales Enablement & Value Proposition

• Build the case Sales needs. Translate the portfolio into a clear, honest value proposition Sales can carry into client conversations with confidence. 
• Produce sales-ready tools. Comparison sheets, application one-pagers, objection-handling guides, and ROI arguments.
• Go to the client. Join Sales on client meetings and trade events — travel is a core part of this role, not an occasional add-on.

Technical & Commercial Bridge

• Combine business and engineering judgment. Assess what's commercially attractive and what's technically buildable at the same time — one without the other doesn't ship.
• Bridge Sourcing, Quality, and Sales. Validate that what's sourced is what the category actually needs, and that what's promised to clients is what can be delivered.

Category Growth

• Build for scale, not just launch. Set the category up so its scope — and your own — can grow.
• Mentor as the team grows. Not excluded from managing other Product Managers as the category expands, though people management is not the purpose of this role from day one.