Corporate Subscriptions Product Owner

Product · Bengaluru

You make The Ken’s corporate subscription a product that companies want, that their employees use, and that gets better every quarter.

Bengaluru; full-time; 2 to 4 years of experience.

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About the role

Companies already buy The Ken for their people. Corporate subscriptions are a significant percentage of our subscription revenue and one of the fastest-growing parts of it.

We want a corporate product that companies large and small find compelling enough to buy on their own, through the self-serve path we’ve had since 2018, without needing to be sold to. Something a 24-year-old analyst, a 34-year-old manager, and a 48-year-old business head can each use, even if what they take from it differs. Something that bundles in what we already do well beyond the daily story, such as workshops, talks, and live events, so they become part of an annual relationship rather than one-off revenue. Something that is visibly used, so that renewal is the default.

This role owns that product.

What you will do

Own the corporate product. Define what a corporate subscription includes, for whom, at what tiers, and why. Write it down, ship it, keep changing it as you learn.

Design for three kinds of employee. Work out what early-career, mid-level, and senior people each need from The Ken and build the experiences that serve them: onboarding paths, briefings, formats, cohorts. One login for everyone is the starting point, not the product.

Package what we already make. Turn workshops, talks, live events, podcasts, and newsletters into things a corporate customer gets as part of the subscription. Decide what’s included, what’s an add-on, and what we stop.

Own onboarding, activation, and engagement. The product is only as good as the share of seats that get used. Build the onboarding flow, the activation nudges, and the account-level engagement view, and make seat usage a number everyone can see.

Make the self-serve path work for companies. A company should be able to discover, evaluate, buy, and expand without a call, and the buyer’s experience (admin, billing, seat management, reporting) should be as good as the reader’s.

Define the measurement, then decide by it. We don’t have account-level or seat-level measurement today. Define what it should count (seats active, engagement by segment, renewal, and expansion) and get it built. Know which packages activate, which features drive renewal, and where companies drop off. Kill what isn’t working.

Talk to customers constantly. HR and L&D buyers, the business heads who sponsor a subscription, the employees who use it or don’t. Bring what you hear into the product every month.

Feed the people who sell. Give them a product that’s easy to explain, obviously different, and backed by usage data that makes the renewal conversation short.

Hold the line with the newsroom. Many corporate customers are companies we’ve reported on critically, and they still buy. That’s the point. Exclusive features for corporates mean access, format, convenience, and curation. We never soften coverage. You keep that clear.

What we are looking for

2 to 4 years in product management, growth, or a product-adjacent role at a subscription or B2B software business, ideally one where companies could buy without a salesperson. We care more about what you’ve owned and what happened to its numbers than where you worked.

You will do well here if:

– You’ve owned something end to end and can show what its numbers did while you had it.

– You’ve talked to enough customers to have been surprised by them.

– You like working out what different people need from the same product, and you’re happy building for a 24-year-old and a 48-year-old at once.

– You can build and read a funnel, a cohort view, and a renewal forecast, and present them to the founders monthly.

– You’ve killed something you built because the data said so.

– You can work across software, content, events, and people in the same week: an onboarding email, a workshop, a per-seat pricing argument.

– You read The Ken or something like it, and you’d rather sell a hard product honestly than an easy one loosely.

– Bonus: experience with L&D buyers, with packaging events or workshops into a subscription, or with seat-based pricing and activation metrics.

What you get

A product of your own, with revenue attached, in a company small enough that your decisions ship. A customer base that already buys and renews, and that nobody has yet built a real product for. Resources in place: self-serve rails, a product and design team, events and workshops to bundle. And, over a year, the experience most product people at 2 to 4 years never get: owning a line from packaging to renewal, with the numbers to prove it.

Have questions?

Mail us at [email protected] with the name of the position in the subject line.