Runc-B2B provides fiat-currency financial services to business customers, and our product is the platform those customers and our own staff work in every day. In its first year it shipped nine versions and grew from a messaging assistant into a multi-channel financial-operations platform.

• For business customers: an installable web app where they talk to their account team, see balances and statements across currencies, follow market rates and invest in projects. Conversations stay in sync with the messaging channels customers already use.
• For internal staff: the tools that run the service: broadcasts to customer groups, deal announcements and a daily deal report generated from accounting records, alerts when a high-value customer is waiting for a reply, lead scoring and managerial reporting.
• Underneath: integrations with the accounting system, market-rate sources and messaging channels.

The next twelve months focus on automating the deal lifecycle, AI assistance for customers and staff, governed data and access, and a more reliable platform.

The role
This is the product's single most senior product role: one person accountable for what gets built, why, and in what order. You will own the platform end to end, from strategy and discovery through requirements, delivery and measurement, and lead the cross-functional team that builds it.

You will not start from a blank page. You inherit a live product, a 12-month strategy with sequenced priorities, a product operating model for working with business stakeholders, and a team that already runs two-week sprints. Your job is to take that foundation, sharpen it, and turn it into measurable results for customers and the business.

The role reports to the Managing Director and works daily with the company's business owners, operations teams and engineering.

What you will do

Strategy and roadmap

• Own and evolve the 12-month product strategy and turn it into a quarterly roadmap the business can plan around.
• Prioritize with an explicit scorecard and capacity model; make trade-offs visible and say no when the evidence does not support a request.
• Bring the roadmap to the monthly Product Council and keep the CEO, Managing Director and business owners aligned on what comes next and why.

Discovery

• Understand the problems of business customers and of internal teams (accounting, trading, support, growth) through interviews, data and observing how work is actually done.
• Validate problems before committing engineering time; run build-versus-buy evaluations where a ready-made solution may fit.
• Find root causes of operational issues and incidents, not just their symptoms.

Requirements

• Write clear use cases, user stories and acceptance criteria that engineering and QA can build and test against.
• Scale documentation to risk: a ticket for a small fix, a discovery brief and product requirements for cross-functional features.

Delivery and release

• Lead backlog refinement and sprint planning with the team; keep scope stable once a sprint starts.
• Own release readiness: acceptance criteria met, operational procedures and support ready, monitoring in place, rollback planned, and a recorded go/no-go.
• Run business acceptance testing and controlled beta releases with the teams that will use each feature.

Stakeholder management

• Run the product operating model: one intake channel, one prioritized backlog, clear decision rights and a weekly product update.
• Manage expectations across several business owners whose priorities compete, and escalate conflicts with options rather than opinions.

Team leadership

• Lead the 11-person engineering, infrastructure, QA and support team together with its Scrum master: set direction, protect focus, and build a culture of ownership and evidence.
• Coach the team on product thinking so engineers understand the customer problem behind each story.

Measurement

• Define product and business metrics (adoption, response times, operational effort, reliability) and the dashboards that track them.
• Measure every major release after launch and feed the results back into the roadmap.

AI and automation

• Lead the AI programme from first pilots to production, with read-only access first and a person approving every sensitive action.
• Drive automation of the deal lifecycle, from a customer's request in chat to a drafted, approved deal.

Requirements

• At least 5 years of professional experience, including 3 or more as a product manager owning a live digital product end to end, not only coordinating projects.
• A record of shipping products used by business customers or internal operations teams, with outcomes you can explain: the problem, what you decided, and what changed.
• Strong discovery and problem framing: you can show how you validated a problem before it reached engineering.
• Clear written requirements: use cases, user stories and testable acceptance criteria.
• Data fluency: comfortable with SQL and dashboards, and able to define the metrics that show whether a feature worked.
• Senior stakeholder management: you have balanced competing priorities from several business owners and kept their trust.
• Experience leading a cross-functional team of engineers, QA and designers or analysts in Scrum or a similar agile cadence.
• Fluent Persian and good working English, written and spoken.

Nice to have

• Fintech, payments, currency exchange, treasury or accounting experience.
• Chat or messaging products, or integrations with third-party messaging platforms.
• AI or LLM products in production, including the governance around them: access control, human approval, evaluation.
• Data governance, role-based access and security or compliance work.
• Experience preparing formal product documentation for certification or audit.
• Hands-on with GitLab or Jira, Confluence, Figma, and Metabase or Power BI.

What success looks like

In your first 90 days

• You know the product, its users and its numbers: you have met every business owner and operations lead, sat with the teams who use the platform, and reviewed the open backlog.
• The current sprint commitments are delivered without a gap in the handover.
• You have run your first quarterly planning: priorities scored, capacity agreed, and a published roadmap the Product Council has signed off.
• Product and business metrics are agreed with the Managing Director and visible on a dashboard.

In your first 12 months

• The strategy's top priorities are live and measured, including the first stage of deal-lifecycle automation.
• AI pilots have passed or failed their evaluation gate on evidence, and the ones that passed are in production under clear controls.
• Business owners trust the intake and prioritization process enough that requests no longer bypass it.
• The team delivers on a predictable cadence, and every major release is measured after launch.

How to apply
The role is full-time and based in Tehran. Send your CV with a short note, no more than 300 words, about one product you owned end to end: the problem you started from, a hard trade-off you made, and what changed as a result. We read every note, and it carries as much weight as the CV.