Product Lead (Part-Time)

Turn customer problems and company strategy into the product Tegy should become, then lead the work from decision through delivery. You will own product strategy, discovery, roadmap, technical requirements, backlog quality, and the operating rhythm that helps a small team ship the right things well.

Combine product strategy with delivery leadership. You will stay close to users, make tradeoffs with founders and engineers, and own whether shipped work creates learning and value.

About Tegy
Tegy is building the strategy team ambitious companies wish they had. It turns messy business context into defensible decisions, models, memos, decks, and action plans with senior-grade rigor on demand.

The product leader at Tegy shapes the customer, workflows, roadmap, operating model, and standard for what an AI-native strategy product can deliver.

Why join now
• Own product direction and delivery rather than advising from the edge.
• Work directly with founders, strategists, engineers, designers, and customers.
• Define a distinct category and workflow around real customer problems.
• See customer evidence change the roadmap quickly.
• Build the product discipline and decision systems a future team will inherit.

What you will own

1. Product strategy. Define target users, important jobs, product outcomes, sequencing, and the choices Tegy will not pursue yet.
2. Customer discovery. Build a steady evidence loop from interviews, product behavior, customer work, lost demand, and market signals.
3. Technical product definition. Translate intent into workflows, requirements, acceptance criteria, dependencies, and decisions that engineers and designers can act on.
4. Roadmap and delivery. Own prioritization, backlog quality, release goals, and the operating cadence from discovery through launch and iteration.
5. Product learning. Define success measures, instrument releases, review evidence, and make clear continue, change, or stop decisions.

What success looks like
First 30 days: Understand the product, customers, current roadmap, and team constraints; synthesize the strongest evidence; and establish a clear product decision and delivery cadence.

By 60 days: Lead one meaningful product initiative from discovery through requirements and release, with explicit outcomes and instrumentation.

By 90 days: The team has a focused, evidence-backed roadmap; engineers receive clearer decisions and requirements; customer learning reaches the backlog quickly; and leadership can see why priorities changed.

Who will thrive
• You have led technical products from ambiguous problem through shipped customer outcome.
• You are equally comfortable interviewing users, debating strategy, writing requirements, reviewing workflows, and making delivery tradeoffs.
• You understand enough engineering and AI systems to ask useful questions, expose dependencies, and work credibly with technical teams.
• You can maintain backlog and delivery discipline without confusing activity with progress.
• You communicate decisions clearly, surface uncertainty, and change your view when the evidence changes.

Strong candidates may have held Product Lead, Product Manager, Technical Product Manager, Product Owner, founder, or operator roles. What matters is evidence that you can combine direction, technical clarity, and delivery in one accountable seat.

Engagement and compensation
Start with a paid 30-day working period or a fractional contract of roughly 8 to 15 hours per week. The monthly range is US$2,000 to US$5,000, or US$35 to US$70 per hour for a defined project, depending on scope, availability, location, and demonstrated capability.
The equity range is 0.0% to 3.0%, with the specific grant shaped by ownership, sustained contribution, commitment, and demonstrated impact.

This role is open worldwide. You should be able to maintain reliable scheduled overlap with US Eastern time for product decisions and collaboration.

How to apply
No long cover letter is needed. Send:
• One or two products or major product decisions you personally led, including the customer problem, tradeoff, outcome, and your contribution.
• A short response: how do you decide whether a new product request belongs on the roadmap, needs a smaller test, or should be declined?
• Your location or time zone, availability, preferred engagement model, and compensation expectations.

Candidates who advance will discuss a real product decision; any substantial take-home work will be paid.

Exceptional people rarely arrive on a hiring calendar. We meet strong candidates year-round and move quickly when there is a compelling fit.