The opportunity
Ramp is building new products that can reshape how finance teams operate. These products begin before the market playbook is obvious: the customer problem is still being sharpened, the product is evolving quickly, and the path from early signal to durable growth must be built.
What you'll do
Shape product strategy early. Bring customer, market, and competitive: evidence into product decisions before the roadmap is fixed. Help the team identify the wedge, target segment, table stakes, differentiators, and highest-leverage problems to solve.
Find product-market clarity. Define the ICP, buyer, user, jobs to be done,: workflow, alternatives, and reasons customers will switch or expand.
Own the product narrative. Build the canonical positioning, messaging,: claims, proof, and competitive story. Translate technical and operational complexity into a clear customer value proposition without flattening how the product works.
Design the zero-to-one GTM. Determine how the product should enter the: market, including audience, channel, pricing and packaging inputs, sales motion, self-serve motion, launch sequence, and adoption plan.
Lead launches end to end. Coordinate Product, Engineering, Sales, Growth,: Creative, Communications, Support, and other partners around one launch strategy, readiness bar, and set of measurable outcomes.
Build commercialization, not just awareness. Create the programs, enablement,: proof, and feedback loops that turn interest into qualified pipeline, activation, retained usage, expansion, and revenue.
What they're looking for
- Work deeply with Product and Engineering. Understand the product's: architecture, data, constraints, and trust model well enough to influence tradeoffs and explain it credibly to both technical and business audiences.
- Create the customer learning system. Develop direct relationships with buyers: and users, run structured discovery, capture objections and product gaps, and turn what you learn into product and GTM decisions.
- Own the business scorecard. Define leading and lagging indicators, build a: clear operating read, diagnose what is moving or stuck, and recommend the next intervention.
- Build proof and competitive intelligence. Develop customer evidence, use: cases, benchmarks, and a current view of the market that improve both product decisions and GTM execution.
