Growth Product Manager

The Growth Product Manager at Timeleft owns the acquisition-to-purchase funnel: everything a new user encounters between first landing screen (on mobile app or mobile web) and a paid, booked seat.

Timeleft connects strangers in real life - thousands of people every week, in more than 60 countries, around 10,000 bookings a day across different experiences from Dinners to Coffee and Drinks and more. Timeleft is a mobile-first subscription business: growth depends on flows that converts intent into a booked seat, and on a subscription that users continue to renew.

This role owns onboarding and activation, paywall strategy, pricing and packaging across 3 platforms (iOS, Android, Web), and the experimentation programme that drives all of them. The role works closely with Marketing, Data and Engineering. It is accountable for revenue from new subscribers, and for the two components that determine it: conversion to purchase and lifetime value per subscriber.

You will report to the VP of Product.

• Own conversion to purchase and lifetime value per subscriber across the full path from first screen to completed payment. Neither is a target on its own - improving one at the expense of the other is not a gain; total revenue from new subscribers is the measure.
• Map that path end to end across mobile app and mobile web, identify where intent is lost, and prioritise fixes by revenue impact.
• Own continuity between web and app: the handover from a web landing or checkout into the application, and the differences in payment, billing and refund behaviour between store and web purchase.
• Account for acquisition channel in funnel design: paid, organic and referral users arrive with different intent and require different flows.
• Own the onboarding flow: what is asked of new users, in what order, and how the answers are used.
• Define activation for Timeleft, instrument it, and maintain it as the company-wide definition.
• Reduce time and friction to the first booked seat while preserving the information that matching requires.
• Own paywall strategy: placement, timing, design and what is gated.
• Own pricing and packaging across markets and currencies, including trials, offers, upsells and win-back, and own ARPU as a result.
• Balance first-purchase conversion against renewal quality and attendance.
• Run a continuous experimentation programme across onboarding, paywalls and pricing.
• Apply consistent statistical standards: pre-registered hypotheses, adequate power, and decision criteria set before launch.
• Evaluate every experiment against downstream behaviour - attendance, renewal and LTV - in addition to its primary metric.
• Partner with Marketing on channel mix, creative strategy and continuity between advertising and the first in-app/landing screen.
• Partner with Data on instrumentation, attribution and experiment design.
• Coordinate the handover of activated users into the wider product experience, and define with the Core team what onboarding must collect.

• Revenue from new subscribers grows. Pricing and paywall changes are evaluated on total revenue, not on conversion rate alone.
• Conversion to purchase and activation are instrumented, trusted metrics that improve quarter over quarter.
• Onboarding is differentiated by acquisition channel and user intent rather than uniform.
• Paywall and pricing decisions are based on measured elasticity.
• Lifetime value per subscriber is held or improved as acquisition volume grows, without degradation in renewal quality or attendance.
• Experiment throughput is high and every result is readable against downstream retention.