Product Manager - Consumer Health Tech, AI, Mobile App

Hume Health operates a multi-vertical health and longevity platform with a unified product vision held by the VP of Product. Each vertical — Scale, Band, Nutrition, Sleep, and Care — advances on its own iteration cadence within that vision, and each generates a steady volume of stakeholder requests that exceeds what any single iteration can absorb.

The Product Manager is the standing owner of one of Hume's verticals: the person who represents what is being delivered, who holds the working relationships with the people downstream of that delivery, and who carries the answers — including the unpopular ones — into the venues where they need to land.

Vertical assignment is made during the hiring process, once we understand where your background and judgment land best. You will be hired into the Product Manager role and seated on a specific vertical before you start; the role is then publicly titled by that assignment (Product Manager, Band or Product Manager, Scale, for example).

This role sits inside a clear product hierarchy. Overall product direction, feature scope, and iteration boundaries are set by the VP of Product, who holds the cross-vertical view. Your role is to take those iterations and make them real — to translate them into delivery, to be the credible face of the vertical in the rooms where it is discussed, and to grow into deeper product ownership over time as you build context in the ecosystem.

Execute defined iterations. You will receive iterations that have been scoped and sequenced upstream. You will convert them into delivery plans, hold the team accountable, and identify risks with enough lead time to act on them. You will hold the line on scope when preferences arise that did not survive upstream prioritization.

Be the standing face of your vertical. In every cross-functional venue where the vertical comes up — sessions with engineering, design, marketing, customer success, leadership, and partner-facing forums when relevant — you are the person who speaks for it. You will deliver decisions as decisions you stand behind, not as referrals. Stakeholders should leave a meeting having received the answer from you, and feeling that you were the appropriate person to deliver it, even when the answer is no.

Hold the stakeholder relationships. You are responsible for the working relationship between your vertical and the people who request from it. You will not always be able to make stakeholders happy, and you will routinely make decisions that disappoint them. You do have to leave them feeling that they were heard, that the reasoning was sound, and that you are a credible person to bring their next request to. This is ongoing relationship work and it does not reduce to message-passing.

Apply the prioritization framework. A hierarchy matrix will be provided to you, and you will apply it consistently so that decisions across requests remain comparable and defensible. When two requests cannot both be satisfied within an iteration, you will package the tradeoff as a structured decision with options and escalate it to the VP of Product. You will then carry the decision back into the room and own it publicly.

Flag resource constraints. When the work in your vertical exceeds the capacity of the shared resources pool — design, engineering, data, content — you will surface this with enough specificity and lead time that it can be acted on. You will not absorb the constraint silently, and you will not raise it only when it has become a crisis.

Communicate progress upward. You will give the VP of Product an honest read on what is on track, what is at risk, and what needs a decision. You will not describe completion as success before the work has been validated, and you will not describe uncertainty as failure.

This is a Product Manager role with a clearly defined starting scope: execution, stakeholder ownership, and delivery for one vertical. Vision and roadmap composition sit with the VP of Product initially. As you build domain depth and a track record of judgment, the scope of the role naturally expands toward fuller product ownership of your vertical. We are explicit about this so candidates can calibrate: a Product Manager who expects to set product direction in their first months should weigh whether that fits.

You have run a vertical, a product line, or a body of work where you were publicly accountable for what shipped and for the relationships around it. Backgrounds we expect to see include product managers from execution-heavy environments, agency or studio producers, senior program managers in founder-led organizations, and operations leads from environments where execution was politically loaded.

You are comfortable being the visible owner of a decision you did not make alone. You can deliver an unpopular answer in a room of senior people and keep the working relationship intact afterward. You can absorb pushback without reopening decisions that have already been settled, and you can do that without making the stakeholder feel dismissed.

You have a working understanding of how engineering, design, and content teams plan and execute, and you can translate between their vocabularies without losing meaning. You treat iterative delivery and scope reduction as legitimate paths to a shipped product rather than as failure modes.

You write clearly enough that your meeting notes, status updates, and decision memos can be read by someone who was not in the conversation and still hold up. You ask clarifying questions before acting on ambiguous direction, and you verify rather than assume when the stakes are non-trivial.

Experience in a health, medical device, fitness, or regulated-adjacent consumer environment is useful but not required.

You will report directly to the VP of Product. You will own delivery and stakeholder representation for your assigned vertical end to end. Decisions that cross verticals are escalated to the VP of Product, who holds the cross-vertical view. You will operate with the standing authority of the role and escalate when the hierarchy matrix indicates a decision belongs at that level.

We will ask you to walk through a specific instance of carrying an unpopular decision into a room you did not own, and to describe what happened to the working relationship in the months that followed. We will ask you to talk through a delivery you made under a constraint you disagreed with. We are interviewing for judgment under accountability.

Hume Health is an equal opportunity employer. We welcome applicants from all backgrounds.