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FANZO is seeking a Product Lead to own strategy and delivery, collaborating closely with the CEO. You will turn objectives into a clear roadmap, raise the quality of scoping and shipping, and identify where AI can enhance the product and processes. This is hands-on leadership, growing a tight product team while staying involved in discovery and delivery.
You will report to the CEO in a London-based, hybrid environment, and have the opportunity to grow into Head of Product as the business scales.
FANZO exists to bring sports fans together to create unforgettable sporting memories. Get them out watching the game where the atmosphere is best. We connect three audiences at once:
We operate across multiple markets - the UK, Ireland, France, Germany, Australia, and the USA - each with its own intricacies around sports viewing in bars.
We are a small, fast-moving product and engineering org that ships real product to real customers every week. Our CEO has been the de facto Product Lead to date; this hire takes that mandate on properly so the business can scale with a dedicated product leader.
As Product Lead, you will own product strategy and delivery day-to-day, working closely with the CEO, who will stay involved in high-level product vision. You will turn our business objectives into a clear, prioritised product strategy and roadmap, raise the quality and pace of how we scope and ship, and establish where AI can make our product and our processes materially better.
This is a hands-on leadership role, not a purely strategic one. You will lead and grow a tight product team while still getting into the detail of discovery, scoping, prioritisation and shipping. You will be the connective tissue between commercial, product and engineering.
There is clear opportunity for this role to grow into a Head of Product as the team and remit scale, with compensation reviewed accordingly. London-based, hybrid working.
The role will provide leadership and line management to members of the Product function. You will partner day-to-day with Engineering leadership and the commercial team, and report directly to the CEO.
We run on OKRs and use lightweight frameworks (a GROW-model approach to retros and planning, product objectives set one level below business OKRs). We plan on a tiered horizon and protect time across commercial delivery, core product, discovery and maintenance/upgrades. We value people who work through ambiguity, own the outcome rather than the ticket, and communicate trade-offs openly.