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⌘Role Overview The Growth Product Manager at Timeleft owns the acquisition-to-purchase funnel: everything a new user encounters between first landing screen (on mobile app or mobile web) and a paid, booked seat. Timeleft connects strangers in real life — thousands of people every week, in more than 60 countries, around 10,000 bookings a day across different experiences from Dinners to Coffee and Drinks and more. Timeleft is a mobile-first subscription business: growth depends on flows that converts intent into a booked seat, and on a subscription that users continue to renew. This role owns onboarding and activation, paywall strategy, pricing and packaging across 3 platforms (iOS, Android, Web), and the experimentation programme that drives all of them. The role works closely with Marketing, Data and Engineering. It is accountable for revenue from new subscribers, and for the two components that determine it: conversion to purchase and lifetime value per subscriber. You will report to the VP of Product. ⌘Key Responsibilities 1. Conversion to Purchase Own conversion to purchase and lifetime value per subscriber across the full path from first screen to completed payment. Neither is a target on its own — improving one at the expense of the other is not a gain; total revenue from new subscribers is the measure. Map that path end to end across mobile app and mobile web, identify where intent is lost, and prioritise fixes by revenue impact. Own continuity between web and app: the handover from a web landing or checkout into the application, and the differences in payment, billing and refund behaviour between store and web purchase. Account for acquisition channel in funnel design: paid, organic and referral users arrive with different intent and require different flows. 2. Onboarding & Activation Own the onboarding flow: what is asked of new users, in what order, and how the answers are used. Define activation for Timeleft, instrument it, and maintain it as the company-wide definition. Reduce time and friction to the first booked seat while preserving the information that matching requires. 3. Paywalls, Pricing & Packaging Own paywall strategy: placement, timing, design and what is gated. Own pricing and packaging across markets and currencies, including trials, offers, upsells and win-back, and own ARPU as a result. Balance first-purchase conversion against renewal quality and attendance. 4. Experimentation Run a continuous experimentation programme across onboarding, paywalls and pricing. Apply consistent statistical standards: pre-registered hypotheses, adequate power, and decision criteria set before launch. Evaluate every experiment against downstream behaviour — attendance, renewal and LTV — in addition to its primary metric. 5. Cross-Functional Collaboration Partner with Marketing on channel mix, creative strategy and continuity between advertising and the first in-app/landing screen. Partner with Data on instrumentation, attribution and experiment design. Coordinate the handover of activated users into the wider product experience, and define with the Core team what onboarding must collect. ⌘Expected Outcomes Revenue from new subscribers grows. Pricing and paywall changes are evaluated on total revenue, not on conversion rate alone. Conversion to purchase and activation are instrumented, trusted metrics that improve quarter over quarter. Onboarding is differentiated by acquisition channel and user intent rather than uniform. Paywall and pricing decisions are based on measured elasticity. Lifetime value per subscriber is held or improved as acquisition volume grows, without degradation in renewal quality or attendance. Experiment throughput is high and every result is readable against downstream retention. ⌘Skills & Competencies (Must Have & Nice to have) B2C mobile product depth: has owned a consumer mobile application where the application is the primary business surface, with practical knowledge of how iOS and Android and Mobile Web differ. Subscription monetization: experienced in paywalls, trials, pricing elasticity, tiering, upsells and win-back, and in the distinction between acquiring a subscriber and retaining one. Subscription economics: reads conversion and lifetime value together, distinguishes a conversion gain from a revenue gain, and recognises when a pricing change has increased volume at the expense of value. Funnel analytics: builds behavioural funnels and growth models, works directly with behavioural and payment data, and identifies conversion blockers from evidence. Experimentation rigour: sustains high experiment velocity alongside disciplined interpretation, including discontinuing tests that improve first purchase at the expense of retention. Conversion craft: understands the mechanics of a first purchase — framing, social proof, personalisation and timing — and applies them accurately. Cross-functional influence: operates effectively across Marketing, Data and Engineering without line authority; direct, structured, comfortable operating with founders and challenging decisions with evidence. ⌘Required experience 5+ years in product management, growth or lifecycle roles, including direct ownership of a consumer subscription funnel. Demonstrable conversion-rate and revenue improvements in a consumer mobile product. Hands-on ownership of paywall and pricing experimentation. Proficient in analytics tooling and able to query data independently. Fluent English required Nice to have Marketplace or supply-constrained business experience. Experience with a product whose value is delivered offline. Experience operating across multiple markets and currencies. Originally posted on Himalayas