Job Description

About Aedeon

Aedeon is the agent-native modernization platform for the enterprise. We turn the systems already running the business, applications, databases, data platforms, business rules, and workflows, into governed AI agents, grounded in a persistent Code Intelligence Graph of the customers own code and verified through behaviour-equivalence proof. Aedeon is delivered as a product, not a services engagement, and runs without mandatory forward-deployed engineers.

Youll be the Product Manager for Aedeon, accountable for ensuring every release ships on time and to the quality the founders signed off on. The founders write product notes that set what gets built and why. You take those notes and turn them into epics, acceptance criteria, sequenced releases, and the daily scrum cadence that enables shipping. Founders own the strategy. You own the finish line.

This is a delivery-heavy role with real product craft. Youll decompose product notes into epics, write the acceptance criteria that define when an epic is actually done, make intra-release prioritization calls when reality forces trade-offs, and review the product every single day so issues surface before customers see them. Youll run scrum, own the release cycle, and be the person engineering looks to when is this on trackneeds an honest answer.

You wont be the primary voice for customers. The founders and GTM team bring the customer signal. You wont set the strategic direction. The founders write the product notes. What you will do is take a clear strategic input and convert it into a shipped product, on a cadence that enterprise customers can plan against.

Were looking for someone who came up through engineering before moving into product. You should read code comfortably, sit in agent-design reviews with a technical opinion, and push back on engineering estimates when the math doesnt add up. Aedeons engineers are senior. The PM needs to operate at their level on the technical questions and own the product judgment, they dont.

What will you do

Decomposition and Planning

• Take founder-written product notes and decompose them into epics, stories, and engineering-ready work items.


• Combine epics into releases with realistic dates. Defend the dates against scope creep and against unrealistic compression.


• Maintain the release plan as a living document. When reality shifts, the plan shifts with it, transparently.

Acceptance Criteria and Definition of Done

• Write the acceptance criteria for every epic. What donelooks like is your call, anchored to the product note.


• Define release readiness: what must be true before a release ships. Test coverage, behaviour-equivalence verification, governance hooks, customer-facing documentation.


• Sign off on epics before they go to release. No epic ships without your acceptance.

Intra-release Prioritization

• Make day-to-day prioritization calls within a release: which bug first, which epic blocks which, what gets cut when the math doesnt work.


• Escalate to founders only when a decision crosses the strategic line. Inside that line, you decide.

Daily Product Review

• Review the product every single day. Use it like a customer would. Find the issues before customers do, and route them to the right engineer.


• Maintain a running quality bar that the team can point at. Would I demo this todayis the test.

Scrum and Release Cycle

• Own the scrum calls: planning, daily stand-ups, retrospectives.


• Own the release process end-to-end: cut, validate, ship, post-release review.


• Coordinate with DevOps and engineering on the deployment pipeline. Keep it clean and repeatable.

Release Accountability

• The founders set the release. You ship it.


• Surface blockers and risks with enough lead time to mitigate. No surprises on release day.


• After every release: what shipped, what landed, what didnt, what needs iteration. Write the retro, share it, and apply the lessons.

What are we looking for

Product Management Experience

• 5 to 8 years in product management at a B2B SaaS or developer tools company.


• Owned the delivery of a product surface end-to-end at least once: scope to ship to post-release iteration.


• Strong written communication. Acceptance criteria, release plans, scrum notes, decision docs, retros. The PMs job is partly written; the writing must be good.

Engineering Background

• Came up through engineering. Built and shipped production software for at least 3 years before moving into product.


• Read Python comfortably. Read other common languages (Java, TypeScript, SQL) well enough to follow a code review or a design doc.


• Comfortable in design reviews for distributed systems, agent orchestration, or data pipelines. Has an opinion, not just questions.

Delivery Discipline

• Treats commitments as commitments. If a release date is on the calendar, you defend it or renegotiate it openly. You do not silently slip.


• Runs scrum cleanly. No theater. The ceremonies exist to remove blockers, not to fill time.


• Treats acceptance criteria, release plans, and retros as first-class deliverables, not paperwork.

Operating Mindset

• Comfortable in a founder-led product environment where strategy comes from above and you own execution.


• Bias to action. Decisions made and revised beat decisions deferred.


• Strong English communication, written and spoken. Youll be in product reviews and customer-impacting release discussions.


• Available to work with US business hours from India.

Youll be preferred if

• Enterprise modernization domain (mainframe, SAP, Oracle, large Java / .NET estates) or AI/agent orchestration product experience.


• Familiarity with AWS production environments (EKS, ECS, Bedrock, DynamoDB).


• Exposure to regulated industries (BFSI, healthcare, insurance) and the release discipline they require.


• Prior experience as the only or first PM at a company.

More Info

Education