We’re looking for a Senior Product Manager to own the shared infrastructure layer that powers our Maritime Behavior product group — the platform that the maritime Activities and Risk building blocks are built on top of. This infrastructure is what turns maritime facts and signals into the higher-order behavioral insights our customers rely on, and a big piece of it is the ML pipelines that let the team take a new detection or risk model from research into production with minimal friction.

This is a deeply technical role. You’ll spend most of your time partnering with engineering — architects, engineers, and the other PMs in the team — on how the infrastructure is designed and how it scales. Your two main areas of focus are architecture and design partnership (shaping how the infra is built) and the non-functional posture of the system (performance, scale, reliability, cost). The internal product roadmap and the APIs other teams consume are a by-product of getting these two right.

The infra is primarily consumed by other product teams inside the company, but parts of it are exposed externally — APIs, feeds, and capabilities that customers depend on — so you’ll need to think about both internal developer experience and external contract stability.

We’re hiring for technical depth and architectural judgment over maritime domain knowledge. If you’ve built shared platforms used by other product teams and you’re at home in deep system-design conversations, we want to hear from you.

What you’ll do

• Own the product vision, roadmap, and backlog for the Activities and Risk infrastructure layer — covering data and streaming pipelines, ML model lifecycle, and the core services that the behavior products build on.
• Drive the ML pipeline product: make it fast and frictionless for the team to take a new detection or risk model from research into production, with strong evaluation, observability, and rollout primitives.
• Partner deeply with architects and engineering leads on system design — drive trade-offs on architecture, technology choices, scaling strategy, and where to invest engineering effort.
• Own the non-functional posture of the infrastructure — latency, throughput, reliability, cost, and observability — and define the metrics and SLAs the team is held to.
• Work hand-in-hand with other PMs (Activities, Risk, Maritime intelligence) to understand what they need from the infrastructure and turn those needs into a coherent platform roadmap.
• Shape the API and event contracts the infrastructure exposes — both to other internal teams and to external customer surfaces — so they’re versioned, stable, and easy to build on.
• Communicate roadmap, technical trade-offs, and progress clearly to engineering, product, and company leadership.