Product Manager

Job description

**About Polaris School of Technology (PST)** Polaris School of Technology is a next-generation tech education institute redefining how students prepare for careers in technology and engineering. PST combines a university-approved curriculum with industry-aligned practical learning, empowering students to graduate as industry-ready professionals. Built on cutting-edge programs and hands-on exposure, Polaris is committed to bridging the gap between academic potential and real-world success. **Roles and Responsibilities :** **ROLE** What is the challenge being addressed here? • Technical Product Manager. • Polaris has a live admissions funnel that drives enrolments but is under-instrumented and under-owned as a     product. • We need a PM who has built and grown funnels where conversion is the P&L (e-commerce, credit issuance,     fintech) to own and grow them. **•** ROLE What is the challenge being addressed here? • Technical Product Manager. • Polaris has a live admissions funnel that drives enrolments but is under-instrumented and under-owned as a product. • We need a PM who has built and grown funnels where conversion is the P&L (e-commerce, credit issuance, fintech) to own and grow them. • They also own and launch Polaris’s education product lines (student app / LMS, OJT tooling, academic-credit experiences). **Note**: the 2026 cohort intake completes before this person joins. They own Polaris’s existing product lines from day one and the intake funnel for the next cohort. Technical / Non-Technical • Technical — works directly with engineering and data; reasons fluently about instrumentation,             experimentation, and funnel mechanics.     Where are the biggest gaps and/or needs? • No dedicated product owner today — decisions are spread across marketing, ops, and engineering. • This role is the single owner of funnel performance and the education product roadmap. • Reports and works directly with the founder (Mukul) on product initiatives.      How much will this team grow over the next 12 months? • It won’t. This is a standalone product role; the pod will not grow; this is the team.      What does success look like at 6 and 12 months? • 6 months: Full ownership of the funnel; every stage instrumented (lead / PAT application admission fee); live conversion + cohort dashboard and an experiment cadence running; measurable lift in stage-to-stage conversion and cost-per-enrolment. • 12 months: Funnel continuously optimised with predictable economics; next-cohort intake hit on both     quantity and quality; at least one net-new education product shipped 01 with a live roadmap. THE PERSON  What are the must-haves? • 3–5 years in product, with direct end-to-end ownership of a conversion funnel that had direct P&L impact         (revenue, GMV, or loan disbursal) - ecommerce, credit issuance/lending, fintech, D2C, quick-commerce,     insurance, or travel. • Quantified conversion wins (e.g., “improved XY conversion by N%”, “cut CAC by N%”). • Strong instrumentation and analytics — defines events, reads funnels, runs A/B tests; Mixpanel / Amplitude /      GA, SQL a plus. • Can vibe-code product ideas into working prototypes (AI-assisted build): a requirement, not a nice-to-have. • Builds 01 and is comfortable with ambiguity — here to launch new products and grow an existing funnel. • Partners with engineering and design as a peer; writes crisp PRDs and prioritises sharply.      What scale should they have managed? • A funnel at a meaningful scale — tens of thousands of monthly users/applicants, or crores of monthly GMV / disbursal — where small conversion changes moved real money. Open to an “up-and-comer”? • Yes. The non-negotiable is funnel ownership with P&L impact, not years on paper. How technical do they need to be? • Quite technical. No day-to-day production coding, but must instrument, experiment, read data (SQL / dashboards), and vibe-code prototypes. Edtech / LMS knowledge is a plus, not required. What is the culture like? • Doing first, fast-paced, and entrepreneurial. High ownership, low ego. Energised by direct accountability for a business number. How important is domain knowledge? • Edtech is not the bar and not required. The bar is funnel ownership with direct P&L impact. What metrics and deliverables does this role own? • Metrics: next-cohort enrolments — quantity and cohort quality (calibre/fit of enrolled students); stage-to-stage conversion; cost-per-enrolment / CAC; time-to-enrol. • Deliverables: own the admissions funnel and its conversion economics end-to-end; instrument the funnel and stand up live dashboards; run a continuous experiment roadmap; own and grow Polaris’s existing product lines; launch 1 net-new education product 01.