Senior Product Manager, OlmoEarth

Persons in these roles are expected to work from our offices in Seattle. On-site requirements vary based on position and team. If you have questions about on-site work arrangements for this role, please ask your recruiter.

Compensation: Our base salary range is $137,520 - $206,280, and in addition we have generous bonus plans to provide a competitive compensation package. 

Who We Are: 

We are a small team at the Allen Institute for AI building OlmoEarth, an open, end-to-end platform built around our family of foundation models for Earth observation. The platform enables users to create custom fine-tuned models to detect and classify novel geospatial features, and it handles the full loop: imagery acquisition from Sentinel-1, Sentinel-2, and Landsat; annotation; distributed training and inference; and a viewer so the outputs are usable by people who aren't ML experts. 

Our partners are working on wildfire risk, food security, climate resilience, and conservation, and today include NASA JPL, IFPRI (crop mapping in Kenya), Global Mangrove Watch, and the Amazon Conservation Alliance. Engineering, ML research, and Product & Partnerships all sit and work together on it. Read more at https://allenai.org/olmoearth.

You would be our first dedicated product manager on OlmoEarth. The platform works, the partners are real, the research behind it is world class, and there is a lot of room to shape where this goes next. You would help us sharpen who we are building for and where the platform fits, and lead the work of finding and proving our product-market fit. It is a rare opportunity and it should be both a lot of fun and deeply rewarding work.

Your Next Challenge:

We're a deeply mission-driven team. The point of OlmoEarth is to help our partners do more for conservation and the environment than they could on their own, and that is what the product work is in service of.  We're looking for a genuine partner to the team: someone who will dig into the market and our users alongside us, help us work out which partners and use cases we should prioritize, and help the whole team find focus.

• Work with the program lead and partner development team to shape and implement the adoption strategy.
• Get close to how partners actually use the platform. You will watch real usage, sit with users, and understand how we can support their missions.
• Build a real picture of the partner landscape: which organizations are doing work where OlmoEarth could make the biggest difference, what they rely on today, and what stands between them and getting value out of the platform. As a non-profit we aren't chasing revenue or market share, which puts us in a great position to go looking for wherever the impact is largest.
• Turn that into focus. Driving prioritization, saying no, owning the roadmap, and defending it in a room full of smart people who will push back.
• Own adoption targets and the metrics behind them, including helping us define what we should be measuring in the first place.

You will do this across research, engineering, and partnerships, and up and down the organization. A lot of the work is bringing people with different incentives to a shared answer about what we are building and why.

What we believe

The mission is the point. We're building AI for the planet: environmental conservation, food security, climate. If it's important to you to work on problems with a positive impact on the world, you're in the right place.

The person closest to the user makes the best decisions. We put weight on talking to users, sitting with partnerships, and working side by side with researchers. This team travels regularly to meet the people using what we build.

Iterate small. Our users are tackling huge problems. The fastest way to build tools that genuinely help is to design alongside them: ship something functional, learn from how they use it, and iterate.

We ship high-quality work quickly, and we learn fast from mistakes. We hold a high bar and we move with urgency. When something breaks, we focus on understanding the system, not blaming individuals.

In-person matters. A lot of the best work here happens in unscheduled hallway conversations between engineering, research, and partnerships. We're in the office most days because that's where the team is at its best.

We hire for curiosity. The technologies and the market will change. The people who do well here enjoy learning, and don't rely on a memorized playbook.

Ideas get better when they're challenged. We make decisions by talking them through: asking questions, pushing back when something doesn