The Product Owner is accountable for maximising the value FilingIQ delivers to its users — accountants, firms and insolvency professionals. This is a blended role: primarily a Product Owner, with Product Manager responsibilities layered on top. As Product Owner you own the backlog, define what gets built, and are the single point of decision for the delivery team. As Product Manager you also shape the product's direction, stay close to the market and users, and connect the roadmap to business goals. In short: you decide what gets built and why — and you make sure it is the right thing.
Core Responsibilities & Duties
- Backlog ownership — create, maintain and prioritise a single, transparent product backlog that reflects user value, business goals and technical dependencies; keep it refined a sprint or two ahead.
- Requirements & acceptance — translate goals into clear, testable user stories with acceptance criteria; be available to answer the team's questions; review and accept completed work against the definition of done.
- Prioritisation & trade-offs — decide what is in and out of each release; balance the two product pillars — compliance monitoring and the growth / prospecting engine — against effort, risk and value; be willing to say no.
- Vision & roadmap — maintain a clear product vision and a rolling roadmap aligned to business goals, and communicate the reasoning behind priorities.
- Discovery & validation — stay close to accountants, firms and insolvency practitioners; validate problems and solutions before building; use demos and feedback to steer direction.
- Domain fluency — build a working understanding of the domain — UK Companies House filings, deadlines, ECCTA verification and the marketplace — enough to make confident scope decisions.
- Delivery collaboration — partner daily with engineering across the web app and API; take part in planning, refinement, stand-ups and reviews; remove ambiguity, not just blockers.
- Stakeholder management — align founders, developers and partners on priorities and expectations; communicate progress, scope and change early and clearly.
- Metrics & feedback — define what success looks like for each feature, track adoption and outcomes, and feed learnings back into the backlog.
- Quality & readiness — own the definition of done with the team and ensure releases are demo-ready and defensible — accurate, compliant, and honest to what is actually built.
Expectations- What Good Looks Like
- The team always knows the single most important thing to work on next.
- Requirements are clear enough to build without guesswork; few surprises at review.
- Every priority is traceable to user value or a business goal — and you can defend it.
- You are decisive: you make the call quickly and own the outcome.
- Product decisions are evidence-led, grounded in real user contact — not opinion.
- Stakeholders are never surprised; scope and trade-offs are surfaced early.
- You protect focus — the roadmap does not thrash from sprint to sprint.
Key Competencies
- Prioritisation and decisiveness under incomplete information.
- Clear written communication (stories, acceptance criteria, roadmaps).
- User empathy and a habit of discovery / validation.
- Confidence working in an agile / scrum delivery model.
- Enough technical and domain fluency to weigh trade-offs credibly.
- Stakeholder management and expectation-setting.
Work Location: Remote
