Product Manager, Billing

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    "datePosted": "2026-05-20",
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    "description": "<p><span style=\"font-weight: bold\"><span><span>Purpose and mission</span></span></span><span> </span></p>\n<p><span><span>The Product Manager (PM) is the strategic owner of one or multiple product areas within Piano’s portfolio. The PM translates business goals, market signals, and client insights into a compelling product vision and a prioritized program backlog. They work at the intersection of business strategy, client value, product marketing, product </span><span>design</span><span> and technology feasibility, ensuring that the right things get built, in the right order, for the right reasons.</span></span><span> </span></p>\n<p><span><span>In the </span><span>SAFe</span><span> 6 model, the PM </span><span>operates</span><span> at the Agile Release Train level, driving the Program Increment (PI) and empowering Product Owners to </span><span>execute with</span><span> confidence and autonomy.</span></span><span> </span></p>\n<p><span><span>In an AI-accelerated product landscape, a PM at Piano is expected to actively </span><span>leverage</span><span> AI tools to sharpen market analysis, accelerate discovery, generate insights from data, and move faster at every stage of the product lifecycle. AI fluency is not optional — it is a force multiplier for every other responsibility in this role.</span></span><span> </span></p>\n<p><span><span>The Billing PM owns Piano’s subscription billing infrastructure — the engine where subscriptions are created, invoiced, upgraded, renewed, and managed through Stripe Billing. Piano is </span><span>in the midst of</span><span> a large-scale platform transformation, replacing its internal billing engine with Stripe Billing across every subscription lifecycle event. This is not a surface-level product role. The PM </span><span>operates</span><span> deep inside billing logic: proration, upgrade and downgrade flows, dunning, invoicing, term management, and the integration boundary between Piano’s orchestration layer and Stripe’s billing primitives. The right PM has done this before — </span><span>they’ve</span><span> integrated Stripe Billing at </span><span>scale,</span><span> they understand </span><span>what breaks when billing logic gets complex, and they move fast without breaking revenue.</span></span><span> </span></p>\n<p><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>Core responsibilities</span></span></span><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>1. Product Vision &amp; Strategy</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Co-develop and </span><span>maintain</span><span> a clear, compelling product vision for Piano’s billing domain in close partnership with Product Leadership, aligned with Piano’s broader subscription platform strategy. As the domain matures beyond </span><span>initial</span><span> transformation, this role is expected to grow into full strategic ownership of the billing product area.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Develop and own the billing roadmap over a 3–</span><span>12 month</span><span> horizon, balancing new capabilities, technical quality, and business priorities.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Conduct ongoing market and competitive analysis to </span><span>identify</span><span> opportunities, threats, and strategic positioning — particularly in the billing and monetization infrastructure space and at the boundary between Piano’s orchestration layer and Stripe Billing capabilities.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Track Stripe’s product roadmap and shipped capabilities to </span><span>identify</span><span> opportunities for Piano — know when Stripe solves a problem natively versus when Piano must build.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Define and communicate product positioning, target segments, and go-to-market priorities in collaboration with Marketing and Sales.</span></span><span> </span></li>\n</ul>\n<p><span style=\"font-weight: bold\"><span><span>2. Backlog Ownership at Program Level</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Own and </span><span>maintain</span><span> the billing Program Backlog (Features and Enablers) in collaboration with Product Leadership, Architects, and other PMs.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Prioritize features using value-based frameworks (WSJF, RICE, business impact, strategic fit) and maintain a rolling, well-groomed backlog </span><span>at all times</span><span>.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Lead PI Planning preparation for billing: define PI Objectives, present the roadmap to the ART, and make prioritization decisions during planning.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Validate Feature acceptance criteria before development begins and approve Features upon delivery.</span></span><span> </span></li>\n</ul>\n<p><span style=\"font-weight: bold\"><span><span>3. Stakeholder Alignment &amp; Communication</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Serve as the primary voice of the customer and the market within the ART for billing-related work, translating needs into Features the team can act on.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Collaborate closely with Sales, Pre-Sales, Customer Success, and Support to gather and synthesize client feedback on billing pain points, invoicing requirements, and subscription management needs.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Communicate</span><span> the roadmap and strategic priorities clearly and consistently to all relevant stakeholders, including executive leadership.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Represent the product in customer-facing contexts: executive meetings, key account workshops, conferences, and strategic partnership discussions.</span></span><span> </span></li>\n</ul>\n<p><span style=\"font-weight: bold\"><span><span>4. Business &amp; Performance Management</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Define and </span><span>monitor</span><span> billing product KPIs and OKRs, with particular focus on billing accuracy, subscription lifecycle efficiency, revenue recognition, churn impact, and integration reliability.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Conduct product ROI analysis to justify investment decisions and support budget and resource discussions.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Manage the billing product lifecycle from </span><span>inception</span><span> to end-of-life, making proactive portfolio decisions in collaboration with Product Leadership — including managing the transition from transformation mode to steady-state innovation.</span></span><span> </span></li>\n</ul>\n<p><span style=\"font-weight: bold\"><span><span>5. Go-to-Market &amp; Launch</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Lead the go-to-market strategy for new billing capabilities and major releases: beta programs, internal training, sales enablement, and </span><span>release</span><span> communication.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Collaborate with Marketing and PMM teams to produce effective product messaging, particularly around billing flexibility and subscription management as competitive differentiators.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Define and oversee the internal release process to ensure teams are prepared before customer-facing delivery.</span></span><span> </span></li>\n</ul>\n<p><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>Collaboration model</span></span></span><span> </span></p>\n<p><span><span>The PM does not work in isolation. Success in this role depends on effective collaboration:</span></span><span> </span></p>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With Product Leadership (VP, Product and at the ART and Portfolio levels): </span></span></span><span><span>The Billing PM works in close partnership with the VP who owns the strategic platform vision. Key decisions on scope, investment, and direction are made jointly. The PM brings domain </span><span>expertise</span><span>, execution judgment, and market intelligence; Leadership provides strategic framing and cross-product alignment.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With Product Owners: </span></span></span><span><span>POs are assigned per initiative. PMs provide strategic context, prioritized Features, and clear acceptance criteria. POs translate these into actionable stories. The PM should be a trusted partner and enabler for POs, not a bottleneck.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With Architecture &amp; Engineering: </span></span></span><span><span>PMs work with Architects to understand Stripe Billing’s technical constraints, integration patterns, and platform capabilities. Technical feasibility informs prioritization and roadmap planning.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With Product Design: </span></span></span><span><span>The PM sets the user experience ambition, defining the problems to solve, the user outcomes to target, and the quality bar expected. For billing, clarity and reliability of billing-related surfaces are core inputs to design decisions.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With Customer Success, Consulting &amp; Support: </span></span></span><span><span>The PM ensures proactive knowledge transfer before releases, clear internal documentation, and well-defined escalation processes, so that client-facing teams can resolve billing issues and answer questions with confidence, without systematically falling back on Product.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span style=\"font-weight: bold\"><span><span>With GTM teams: </span></span></span><span><span>PMs </span><span>are responsible for</span><span> enabling Sales, Pre-Sales, and Marketing to confidently present and </span><span>sell Piano’s billing capabilities at all times</span><span>.</span></span><span> </span></li>\n</ul>\n<p><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>What success looks like</span></span></span><span> </span></p>\n<ul>\n<li><span><span>The billing roadmap is clear, up-to-date, and well understood by all stakeholders — reflecting both the platform strategy and the realities of Stripe Billing integration.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>PI Objectives are ambitious yet realistic and are consistently met or exceeded.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Product Owners feel empowered, well-informed, and able to </span><span>operate</span><span> autonomously within their initiatives.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Billing drives measurable business value: subscription lifecycle efficiency, billing accuracy, revenue impact, and client satisfaction with billing operations.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>The team builds the right things, </span><span>validated</span><span> by client outcomes and revenue impact, not just delivery volume.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Stripe’s evolving capabilities are tracked and </span><span>leveraged</span><span> proactively — the PM knows when to build and when to wait.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Field teams (Pre-Sales, Sales, Client Success…) are informed ahead of releases, equipped with the right materials, and feel like active contributors to the billing roadmap, not just recipients of it.</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Strategic changes and trade-offs are communicated proactively and with confidence.</span></span><span> </span></li>\n</ul>\n<p><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>Key competences</span></span></span><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>Hard skills</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Deep domain </span><span>expertise</span><span> in subscription billing, invoicing, and recurring revenue infrastructure</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Hands-on experience with Stripe Billing integration and configuration — this is a must-have</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Understanding of billing logic complexity: proration, upgrades/downgrades, dunning, tax handling, multi-currency, revenue recognition</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Market and competitive intelligence in the billing and monetization space</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Product strategy and </span><span>roadmapping</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Business case development and ROI analysis</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Scrum, </span><span>SAFe</span><span>, and agility at scale</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Data-driven decision making</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Working </span><span>proficiency</span><span> in English</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Other European languages are a plus</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>AI-augmented product practices (discovery, analysis, synthesis, prototyping, internal tooling)</span></span><span> </span></li>\n</ul>\n<p><span> </span></p>\n<p><span style=\"font-weight: bold\"><span><span>Required experience</span></span></span><span> </span></p>\n<ul>\n<li><span><span>Demonstrated PM experience leading billing, subscription management, or recurring revenue infrastructure products</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Track record</span><span> of working on Stripe Billing integration at scale — configuring, extending, and </span><span>operating</span><span> Stripe Billing within a product platform</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Experience on fast-moving, large-scale billing infrastructure projects with global reach</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Strong research capabilities and domain depth in billing, monetization, and subscription economics</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Understanding of how billing decisions affect downstream metrics: retention, LTV, churn, and revenue recognition</span></span><span> </span></li>\n</ul>\n<ul>\n<li><span><span>Experience working in or alongside payment provider ecosystems</span></span><span> </span></li>\n</ul>\n<p><br><br></p>\n<p><span style=\"font-size: 18pt\"><span style=\"font-size: 12pt; font-weight: bold\">Employment &amp; benefits</span><span><br></span></span></p>\n<ul>\n<li>B2B contract<br></li>\n<li>Hybrid work model</li>\n<li>Benefits: 20 days of paid leave, Lunch Card, Luxmed</li>\n</ul>",
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