Brain Co. is building the infrastructure that turns advanced AI research into real-world impact. We work at the frontier of productionizing AI for complex, high-stakes environmentsâparticularly in government and regulated industries where manual workflows still dominate.
Our mission is to make AI systems reliable, scalable, and dependable in the real world. That means going beyond demos and models to build robust platforms that support complex workflows, human-in-the-loop processes, and production-grade reliability at scale.
We are looking for a Platform Product Manager to help shape how shared systems and foundations evolve as the company scales. The role focuses on spotting patterns across what teams are building, deciding when it makes sense to standardize, and ensuring foundations and shared components help teams move faster without adding overhead.
You will work closely with engineering to balance speed and consistency, making thoughtful decisions about what should be shared and what should remain flexible. We are looking for someone with strong builder instincts, who knows when to step in, when to step back, and how to maximize overall impact.
Identify repeated engineering patterns and delivery friction across products and customers.
Determine when a shared system or standard should exist versus when work should remain product-owned.
Partner with engineering to define clear interfaces, ownership, and readiness expectations for shared systems.
Ensure shared foundations and components become the easiest and safest path for teams to ship.
Evaluate adoption and real-world usage of shared systems and use that feedback to guide iteration.
Keep platform processes lightweight and grounded in real delivery needs.
Protect product team velocity by avoiding premature standardization or unnecessary coordination.
Create clarity across teams by making ownership boundaries and expectations explicit.
Have shipped and scaled real systems and understand delivery tradeoffs.
Bring a technical or builder mindset and strong product judgment.
Know how to introduce standards without over-constraining teams.
Are comfortable operating in ambiguity and making high-impact decisions with incomplete information.
Communicate clearly across engineering and product.
Bias toward speed, leverage, and practical outcomes over process.
Product teams ship faster with less duplicated effort.
Expanding a product to new customers or regions requires significantly less incremental work.
Shared systems see broad, voluntary adoption because they are genuinely useful.
Platform work reduces friction rather than introducing new bottlenecks.
Decisions about standardization are clearly grounded in real usage and outcomes.
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