Product Manager - AI Native

Join Antare as we go to market. We’ve been busy building the physical security intelligence platform of the future. Our always-connected platform automatically detects risks, captures evidence and reports on real-world events as they happen, delivering intelligent insights through an intuitive user interface, all hosted in the cloud. Our product is designed so commercial organisations - including, but not limited to, private security, retail, and hospitality - never miss an incident.

The Antare founding team of product designers and engineers have together built companies that have been collectively acquired for billions of dollars: We have a genuine level of success under our belts that you could help to contribute to. Today, we’re a growing, hands-on team spanning product, design, finance, marketing, sales, hardware, and software engineering.

The way products get built has fundamentally changed. The PM role has changed with it.

The traditional PM — coordinator, ticket-writer, meeting-runner, requirements-translator — is being collapsed by AI. What's left, and what now matters more than ever, is direction, judgment, taste, and the ability to operate at the frontier of what AI makes possible.

We're building Antare to be an AI-native company end-to-end. That means the people we hire — especially in product — need to operate the way the company operates: building with AI rather than around it, running experiments in real-time, making decisions from first principles, and shipping at a velocity that the old model couldn't.

This role exists because the Antare intelligence platform is at the heart of the product. It's the layer where customer value compounds, where the data flywheel forms, and where the moat gets built. It needs an owner.

Antare Console — the platform that turns body-worn cameras, and over time a range of other inputs, into structured intelligence for our customers.

That means:

• The product surface — what the Console is, what it does, how it feels, what it doesn't do. The information architecture, the interaction model, the workflows.

• The roadmap — not as a Gantt chart, but as a strategic argument about where the platform goes next and why.

• The customer relationship at the product level — being in the field, in the trials, on the calls. Understanding the work our customers actually do, not the work they say they do.

• The BWC product experience as it touches the Console — the device-to-platform handoff, the data we capture, the intelligence we surface back. The experience layer sits with you.

You won't own this alone. You'll work directly with the wider team, the founders, engineering, design, and GTM. But the platform's coherence is yours.

• Days 1–30 — In the field. With customers. On trials. Inside the product. You should be able to describe, by week four, what's wrong with the current Console experience in language that's sharper than anyone else in the company.

• Days 30–60 — A platform thesis. Not a roadmap. A written argument for what Console should become over the next twelve months, what we should stop doing, and where the leverage is.

• Days 60–90 — Shipping. Working with engineering and design to land the first set of changes that come out of the thesis. Not specifying them and handing them off. Building them with the team, using AI as your primary leverage.

This is the part of the spec that matters most. If this section doesn't resonate, the role won't.

• AI-first, not AI-curious. Claude, Cursor, and the agentic stack are how we work, not tools we use occasionally. You should already be operating this way. If you're still writing PRDs by hand, this isn't the role.

• Build, don't brief. We expect product people to produce working artefacts — prototypes, internal tools, data harvesters, customer-facing mockups — themselves. Specifying without building is a failure mode.

• Written over verbal. Thinking is sharpened by writing. Meetings are for decisions, not status.

• Strong opinions, loosely held. We expect direct challenge, including upward. Polite hedging is more expensive than disagreement.

• First principles over patterns. We're not building the next Axon, the next Verkada, or the next anything. Comparables are useful as data; not as templates.

• Customer obsession, not customer service. We talk to customers constantly. We do not let them design the product.

• Velocity through clarity. We move slowly until we have conviction, then fast. We don't confuse busyness for progress.

Not a list of years or tools. A kind of operator.

• A builder by instinct. You'd rather make the thing than write about making the thing. Native fluency with the AI stack — not as a user, but as an operator.

• An owner. You take responsibility for outcomes, not tasks. If something needs doing, you do it. You sweat the details because the details are where the product lives.

• A straight talker. You surface problems early, including the uncomfortable ones. You tell us when you think we're wrong. Polite hedging costs more than disagreement.

• Sharp customer judgment. You can tell the difference between what customers ask for and what they need, and you can hold the line.

• Decisive under ambiguity. You can hold open questions without forcing premature closure, and you can close them when the moment comes. You form a view with the information you have and update it when new evidence appears.

• A systems thinker. You see how product, technology, business model, and narrative connect, and you get uncomfortable when they don't.

• Bold by default. You aim higher than feels comfortable. You try the tools and ideas that challenge how things have always been done. Small ambitions produce small outcomes.

To save everyone time:

• PMs whose primary skill is managing the process around building rather than building.

• Specialists in any single methodology (Agile, JTBD, OKRs, etc.). Tools, not religions.

• Anyone whose value proposition is translating between engineering and the business. We don't need a translator or a powerpoint writer.

• People who want a defined remit, clear KPIs, and a stable roadmap. None of that exists here yet.

Background doesn't matter as much as operating model. We're equally interested in ex-FDEs, sales engineers, or engineers who moved into product, designers who moved into product, and people whose path doesn't fit any of these. We believe that diverse perspectives make better products, and we strongly encourage people from underrepresented backgrounds in tech to apply. If you’re unsure whether you meet every requirement, please still reach out - we’d love to hear from you.

Join Antare in London and contribute to a team that’s creating the next generation of innovative products. We offer a competitive salary, equity options, and healthcare, along with the opportunity to build a product that makes a real impact.

While we offer some flexibility, we’re primarily an in-person team (3-4 days per week) - at this stage of the company, we’ve found that collaboration and ideation happen faster and more naturally when we’re in the same room.