À propos de ce poste Staff Product Manager - Hardware chez Veo
The opportunity
Veo has done the hard part: cameras that follow the play on their own and ship reliably at scale in 90+ countries. Our current hardware already supports livestreaming for 10+ sports and automated data enrichment, meaning the baseline for performance is high. The motivation for any new hardware must now be a step change in utility—whether that’s through radical portability, permanent fixed-mount options, or a significant reduction in cost.
That's this role. You own the capture portfolio - and the question of what belongs in it. A camera that costs half as much. One with optics sharp enough for the top of the game. One that does more of its thinking on the device. One that never comes down off the wall. One that fits in a pocket. We could build any of them. Deciding which, for whom, and what it's worth is the job - not the spec, the case.
You'll partner with our Director of Hardware Engineering, who owns how it gets built; you own why it exists.
What you'll do
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Make the case before the spec. Every hardware programme starts with a written argument - problem, user, willingness to pay - that has to hold up before anyone cuts metal.
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Choose what belongs in the line. Decide what each product is for, what it deliberately isn't, and how they ladder - including saying no to good ideas that haven't earned a slot.
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Turn cameras into products. A camera that records is a device; one that tells a coach something at halftime is a product. You own that seam across hardware, AI and app - and you own the launch.
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Put a number on it. Price, positioning, margin, attach, and the subscription revenue the device unlocks. A camera earns its place by what it's worth, not by what it can do.
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Aim while aiming is still cheap. Bring optics, thermal, battery and cost into the decision early, when a change costs a conversation rather than a year.
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Prove we aimed right. Define what success means - activation, sessions recorded, field reliability, retention - and report it straight, including when it isn't working.
What you could bring
- Proven product management experience bringing physical hardware products to market, where hardware and software meet.
- A track record of choosing a direction and defending it - arguing for value, not gathering requirements. You can kill a good idea because it doesn't pay for itself.
- Commercial instinct, and evidence of getting genuinely close to users.
- Comfort committing on incomplete information. Hardware allows no fast follow, so the call has to be made early and made well.
- Fluency in optics, thermals, battery and cost to have a real conversation with engineers.
- Bonus: hardware-plus-subscription business models, consumer electronics and DFM exposure, or a sports background.
