Senior Product Manager, Shared Hosting

Newfold Digital; United States; À distance; USD 130 000 - 170 000; Plein temps

Résumé du poste

Bluehost is seeking a Senior Product Manager to own the strategy and roadmap for the shared hosting platform across brands, focused on retention and the post-purchase experience. You will collaborate with engineering, pricing, billing, and care teams to reduce churn, improve renewal economics, and deliver a best-in-class customer journey at scale.

This role requires comfort with large legacy platforms, data-driven decision making, and a bias for action in a high-volume, low-ARPU business.

Responsabilités

• Own the strategy and roadmap for the shared hosting platform across brands; make explicit prioritization calls and build business cases for investment.
• Own retention as a product problem; diagnose churn by term, price-driven vs experience-driven, and map a roadmap to address the largest causes.
• Fix the renewal moment; collaborate with pricing, billing, and lifecycle marketing to make renewal transparent and value-driven.
• Recover involuntary churn; own the product surface for failed payments, expiring cards, dunning, and reactivation.
• Own the customer experience end to end; compress time-to-first-published-site and manage provisioning, onboarding, domain connection, and first-session experience.
• Modernize the control panel experience; plan the migration path off legacy tooling with usability and continuity.
• Address support contact drivers; partner with Customer Care to reduce contact rate and improve satisfaction.
• Make performance and reliability legible; own uptime, speed, and incident status.
• Operate with rigor: define the metric tree, run experiments, and maintain voice-of-customer practices.

Description du poste

Who We Are

At Bluehost, we believe all small businesses deserve the opportunity to succeed online. Our mission is to give small businesses the confidence to think big. We're the all-in-one platform for small businesses to grow online with powerful simplicity, premium performance, smart tools and human support. Shared hosting is the foundation of our business. It is where most of our customers begin, where millions of small businesses and creators keep their websites running every day, and where the durability of our relationship with them is decided. This is not a greenfield product — it is a large, mature, revenue‑critical platform with real customers, real constraints, and enormous leverage in every point of retention we earn back. We are looking for a Senior Product Manager to own the strategy and roadmap for our shared hosting platform, with a clear mandate: make the experience after purchase so good that customers stay. Most of the hosting industry competes on the first 60 seconds — the price on the landing page. We intend to win on everything that happens afterward: how quickly a customer gets a working site, how rarely they need to contact support, how confidently they understand what they are paying for, and whether they renew. You will own that journey end to end, and you will be measured on retention, not on shipped features. This is a role for a product manager who is energized rather than intimidated by a large legacy platform, who reads support transcripts for fun, and who understands that in a high‑volume, low‑ARPU business, a one‑point improvement in renewal rate is worth more than most new products.

What you’ll do & how you’ll make your mark

• Own the strategy and roadmap Define and own the multi‑quarter vision, strategy, and roadmap for the shared hosting platform across brands, and get real alignment on it from engineering through executive leadership. Make explicit, defensible prioritization calls about where we invest — and where we deliberately do not — in a portfolio with more legitimate demands than capacity. Build the business cases that unlock investment: sizing, cohort impact modeling, and a credible view of payback.
• Own retention as a product problem Diagnose churn properly. Separate first‑term churn from renewal‑term churn, voluntary from involuntary, price‑driven from experience‑driven — then build a roadmap that attacks the largest addressable causes rather than the loudest ones.
• Fix the renewal moment. Introductory‑to‑renewal price transitions are the single largest churn event in this industry. Partner with pricing, billing, and lifecycle marketing to make renewal transparent, well‑timed, and defensible on value rather than surprising.
• Recover involuntary churn. Own the product surface of failed payments, expiring cards, dunning, and reactivation — some of the highest‑ROI work available on a subscription base this size. Reduce refund and cancellation rate inside the money‑back guarantee window by finding and removing the specific early‑life failures that cause it.
• Own the customer experience end to end Compress time‑to‑first‑published‑site. Own provisioning, onboarding, domain connection, and the first‑session experience. Every day between purchase and a live site is a day of churn risk.
• Modernize the control panel experience. Shape the customer‑facing evolution of our hosting management experience — including the migration path off cPanel‑era tooling — with usability and continuity for existing customers as first‑order constraints, not afterthoughts.
• Attack support contact drivers. Partner with Customer Care to identify the top reasons customers contact us — DNS and domain confusion, email deliverability, performance complaints, malware remediation, billing questions, migration failures — and convert contact‑rate reduction into a funded product roadmap. Lower contact rate and higher satisfaction are the same work done well.
• Make performance and reliability legible. Customers experience uptime and speed through their own site and through what we tell them. Own the customer‑facing side of incidents, status, diagnostics, and resource limits.
• Operate with rigor Define the metric tree for the platform and instrument it. Partner with data science on cohort analysis, survival curves, and driver models so that the team argues from evidence rather than anecdote. Run a disciplined experimentation program — with enough statistical honesty to kill your own ideas. Maintain a genuine voice‑of‑customer practice: