Brazil
Orange Business
Enter
Staff Product Manager
Brazil
São Paulo, São Paulo, Brazil
Automatic translation. Check the original.
About the opportunity
Enter Our mission is to make Brazil a global leader in artificial intelligence.
Enter combines human expertise and artificial intelligence to execute, at scale, critical and high-volume work that still relies on manual processes. Our platform allows large companies in Latin America to operate in complex workflows, starting with legal operations and expanding throughout the enterprise. We apply AI to generate personalized legal defenses at scale, helping companies reduce costs and increase their success rates in litigation.
Our team is formed by the best talents from schools in Brazil and around the world, such as Harvard, UPenn, Stanford, ITA, USP, and Unicamp. Companies like Meta, Itaú, Mercado Livre, Latam, Airbnb, Santander, iFood, and Nubank partner with Enter to handle critical processes more efficiently. With over R$300M in capital raised and a valuation of R$2B, we have the support of major investment funds like Sequoia and Founders Fund who believe in the same future we do.
Why does the position exist?
We are looking for a technical and strategic leader who will act as the main catalyst for our teams' success. We seek someone who is a technical reference and a leadership reference – someone people turn to when a problem is too complex or when they need direction in ambiguous situations.
We want to raise the technical bar for the team and evolve our work dynamic with AID and engineering. We are looking for someone with enough technical and data authority to say no clearly, say yes with conviction, and do so in a way that both areas trust. Unlike a traditional Product Manager, this person will act as a trusted link between operational and business teams (AID), Engineering, and Product, ensuring that company priorities are clear, defensible, and effectively executed.
The central challenge of the position
Responsibilities
- Connect the dots: Act as the balancing point between operational teams (AID), Engineering, and Product, ensuring all areas are speaking the same language and moving towards common goals.
- Scale operations: Create predictable workflows so that demands flow efficiently, transforming specific needs into a solid technical roadmap.
- Solve the root cause: Focus on the structural solution of problems, reducing constant dependence on palliative measures or manual workarounds that overload the teams. Address the root of the problems, fighting "fires" with structural and scalable solutions, rather than relying on manual workarounds.
- Prioritize with transparency: Make difficult decisions about what to prioritize — and what to leave aside — based on data, clearly explaining the trade-offs so everyone understands the "why" behind the choices.
- Navigate uncertainty: Develop strategy and roadmap in a constantly changing market environment, bringing clarity and direction to the team, even in moments of greatest ambiguity. Transform ambiguity into clarity, guiding the roadmap even in volatile market scenarios, ensuring the team knows exactly where to go.
- Define and communicate the vision, strategy, and roadmap for the area under your responsibility, with an explicit focus on balancing operational demands with structural product priorities.
- Create and maintain a clear process for intake, triage, and prioritization of demands from operational teams, eliminating the need for individual negotiation with engineers.
- Lead continuous discovery with AID, Engineering, and other stakeholders to understand the root cause of recurring requests — not just the immediate symptom.
- Prioritize and evaluate difficult trade-offs, even with limited data, mapping impact, effort, operational risk, strategic alignment, and cost of inaction, always defending the decision with data and evidence.
- Understand customer pain points by being close. Have empathy for customer pain points, be willing and genuinely interested in solving the pain with scalable improvements that don't just address symptoms.
- Act as a senior product reference for multiple internal areas, with autonomy to make difficult decisions and articulate alignment among leadership.
- Monitor metrics and KPIs (including operational AID indicators, such as hours spent on workarounds and palliative measures) to support decisions.
- Mentor other PMs and elevate the level of analytical rigor and prioritization across the entire product team.
Requirements
What we are looking for:
- Senior Experience: Solid track record as a Senior or Staff Product Manager, with proven experience in managing complex stakeholders and mediating conflicting priorities.
- Ambiguity and "Zero-to-One": Practical experience in emerging products, high-uncertainty environments, or "zero-to-one" initiatives.
- Technical and Operational Bridge: Proven ability in technical translation, acting as an effective liaison between Engineering, Product, and Operations teams (AID/CS).
- Strategic Decision-Making: Analytical capability for data-driven decision-making and strategic intuition in scenarios with scarce information.
- Analytical Reasoning: Results-oriented mindset, with the ability to synthesize quantitative and qualitative data into solid strategic arguments.
- Executive Communication: Skill in synthesizing and evangelizing complex strategies to different levels of the organization, with excellent verbal and written communication.
- Strategic Prioritization: Seniority in trade-off management, with a clear focus on ROI, business impact, and roadmap alignment.
- B2B and Operations Context: Experience in B2B products, especially in operationally intensive ecosystems where technology is a lever for efficiency and reduction of manual work.
- Proactive and hands-on profile: Ability to identify opportunities, define an action plan, and execute, overseeing strategy, tactics, and operationalization.
- High energy and focus: Resilient and consistent profile, capable of maintaining a high level of energy and focus in the face of ambiguous and complex daily scenarios.
How success in this position is measured
- Measurable reduction in the number of demands reaching engineering outside the formal prioritization process.
- Reduction in AID time and effort spent on palliative solutions and manual workarounds on the platform.
- Perceived improvement (via internal survey or qualitative feedback) in the relationship between AID and Engineering.
- Existence of a living prioritization process, known and respected by the three areas — AID, Product, and Engineering.
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