Product Builder, Growth

Alt is unlocking the value of alternative assets, starting with the $5 B trading-card market. We let collectors buy, sell, vault, and finance their cards in one place and we are backed by leaders at Stripe, Coinbase, Seven Seven Six, and pro athletes like Tom Brady and Giannis Antetokounmpo. Our next frontier is real-time pricing at scale—the Alt Value that powers every trade, loan, and product on the platform.

The Role

Alt is growing! This role leads the charge on new user count: how many collectors land on Alt, how many make a first submission or a first bid, and how many come back without being asked. That number is the job. Everything else in this description is downstream of it.

This is a builder seat, not a product management seat. You own the seller submission funnel, buyer search and discovery, and the experimentation infrastructure underneath both, and you own them the whole way: you find the drop-off, you write the code, you ship it behind a flag, you read the result, you keep it or you kill it.

What this role is not: writing PRDs for someone else to implement, running roadmap ritual, managing a pod, or translating between engineering and the business. If that's the shape of your last five years, this probably isn't the right fit, and we'd rather say so up front than waste your time.

What it is: pulling the funnel yourself in SQL on Monday, shipping the onboarding change on Tuesday, standing up the experiment harness that makes Wednesday's test trustworthy, and putting a model behind dealer reactivation instead of a campaign.

You report directly to the CEO. If you want a CEO in the build with you, this is that. If you want distance from the top, it isn't.

The metrics you own: Submission Volume (weekly, by seller segment) and Search-to-Bid Conversion. Supporting KPIs: Snap to Sell activation rate on first submission, seller reactivation rate among dormant sellers, daily active search query volume, listing rate (vaulted inventory live on marketplace), ship-and-decide velocity (changes shipped and tests called per week), and dealer segment submission frequency and GMV.

The people who are great at this have run growth inside a system that was already working, not just inside a roadmap someone else set. They ship their own code. And they are participants in this market: they buy, they sell, and they have a view on where liquidity actually goes.

What You'll Own

The submission funnel, end to end, in code. From a seller's first submission to a high-frequency, high-value one. Find the drop-offs across onboarding, Snap to Sell, quote acceptance, vault intake, and resubmission, then ship the fixes yourself. Build the experiences that activate dormant sellers and raise dealer submission frequency without anyone having to send a message.

Search, discovery, and buyer conversion. Search quality, card discovery, and browse across the platform. Move search-to-bid through ranking, filtering, recommendations, and real-time Alt Value pricing context. You'll be in the ranking code, not describing it. Right card, right buyer, right moment.

The experimentation harness. Build it, don't request it. Assignment, exposure logging, guardrails, readouts, and decision rules, wired to the warehouse and fast enough that a test is a Tuesday decision. Then run high-velocity tests on it across onboarding, activation, search, and submission, and leave behind a compounding library of what we learned.

Marketplace liquidity and supply-demand balance. Watch submission volume, listing rate, bid depth, and sell-through. Find the imbalances by card category, price tier, and seller segment, then build the product that fixes them. Use Alt Value as a growth lever: surface the market signal that makes someone act.

The bets and the trade-offs. A short quarterly plan tied to submission volume, buyer conversion, and time-to-liquidity, and a weekly record of what actually shipped. Work shoulder to shoulder with Engineering, Design, Data, Lifecycle, and Ops. Operate on the funnel detail and the experiment result, and on which bets we're making and why. Communicate the trade-offs to the CEO plainly.