Principal Product Manager, Growth

CertifID is on a mission to make payment fraud impossible. Every year, billions of dollars disappear from real estate closing tables and we are the company that stops it. We are winning. Revenue is growing, customers are expanding, and the product is working.

The gap between where we are and where we could be is an activation, adoption, and expansion problem. Most of the value CertifID delivers sits latent inside accounts that have never reached it. The title officer who onboarded six months ago and still only uses a few products. The enterprise account whose ops team adopted the tool but whose agents never did. That is the problem this role exists to solve.

The Growth PM starts with customers who are failing to reach value, understand exactly where and why the experience breaks down, build the hypotheses, and run the experiments to close the gap. They find the lever that moves the number and pull it, repeatedly, until the team has internalized the discipline.

The right person for this role will carry earned conviction into every room because they will have done more rigorous discovery on commercialization metrics than anyone else at the table. They will have talked to more customers, built cleaner hypotheses, and stress-tested their own assumptions before presenting them. 

When you are doing this job at its best, you will know it because the team will start bringing experiments to you, rather than the other way around.

The core product works. Wire fraud protection is best-in-class and customers who stay, stay. But CertifID is more than a fraud prevention tool. The participant experience is expanding. The payment surface is expanding. The opportunity to become a platform a title company cannot operate without is in front of us.

What we do not have is a single person who owns the question of why customers do not reach full value, and who operates with the urgency and rigor to close that gap systematically. This role exists to be that person.

Every growth hypothesis at CertifID begins with a customer who is failing to reach value or could be maximizing value in new ways. You will be in direct conversation with buyers, sellers, homeowners, title officers, closing coordinators, developers and other real estate participants weekly to understand exactly where the experience breaks down and why. That upstream work is what separates experiments worth running from noise dressed up as rigor.

Define the funnel, instrument what is missing, and make the biggest drops visible to the team. The growth model is not a dashboard you maintain. It is the operating framework the product team navigates by. Every month, the picture of where growth comes from should be clearer because you made it clearer.

You will run experiments because you have done the discovery to know which ones matter. For every test you will:

• Form a hypothesis grounded in direct customer evidence

• Instrument measurement before launch

• Present results with a clear recommendation within days

• Act on the finding and move to the next question

Quality of insight > volume of insight. Fewer experiments with sharper hypotheses beat a high-cadence A/B testing machine every time.

CertifID has multiple products and a growing participant surface. You will identify where accounts can expand, understand the behavioral and experience reasons behind the stall, and build the interventions that move them forward. Expansion revenue is a direct output of this work.

Growth at CertifID is unusually complex. Buyers and sellers experience it at the moment of highest financial stress and need quick, secure coordination with realtors, lenders, title agents, inspectors and other 3rd parties. You will navigate that web with fluency, working across sales, CS, marketing, and engineering to find and close the gaps that matter most.

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You have talked to at least fifteen customers and have a working growth model. Funnel stages are defined, instrumentation gaps are identified, and you have a grounded point of view on where the biggest drops are. You are presenting it to the CPO and ELT before your fourth week ends. It does not need to be perfect. It needs to be real.

You have shipped your first experiment, grounded in something a customer told you. Shipped it, measured it, presented the result with a recommendation. The recommendation gets acted on.

Four experiments in flight or completed. At least one has changed a roadmap decision. At least one has been wrong and you have said so clearly. The team has raised its bar for what counts as evidence before building.

Activation rates among new accounts are measurably higher than when you joined. You have a documented onboarding-to-adoption playbook that CS and product both operate from. Expansion revenue per account is a metric the team reviews weekly and you own it.

Growth is a function, not a person. The PM team runs experiments without being asked. Customer contact is a habit, not a project. You have built something that outlasts your individual attention.