Product Manager - Peaksware

Product Manager

Peaksware is the parent company for industry-leading brands MakeMusic, Alfred Music, and formerly TrainingPeaks and TrainHeroic. Our software platforms maximize the potential of expert instructors to reach and impact the lives of the world's committed performers. We empower athletes and musicians to achieve their peak potential through data-driven software, robust analytics, and expert-led content.

We operate at the intersection of technology, finance, and human performance. As a lean, high-growth organization, we value execution, intellectual curiosity, and radical candor. This is an opportunity to join a category-defining software company at an inflection point where AI is reshaping how every team operates.

Position Summary

We are hiring a Product Manager to accelerate product development across Peaksware, starting inside Music Brands and expanding to the businesses we acquire next.

For the first twelve months, you will own high-priority special projects inside Music Brands, working monthly on-site with our product and engineering team in Boulder to move important work faster than it would otherwise go. Over the following twelve to eighteen months, the role evolves: you become the product manager we place into newly acquired businesses, arriving early, diagnosing what the product needs, and setting the agenda. This role demands two distinct muscles: the patience to dive deep into technical and domain edge-cases, and the versatility to context-switch across multiple projects and products without missing a beat. You will range across a multi-brand ecosystem rather than staying in a single lane, and you are genuinely energized by dropping into an unfamiliar business, diagnosing what it needs, and driving immediate impact.

Key Responsibilities Accelerate Music Brands and Financial Analysis (First 12 Months)

• Own High-Impact Platform Initiatives across our Music Platforms: Drive high-priority product initiatives inside Music Brands from definition through launch, in partnership with the Boulder product and engineering team.
• Modernize Core Content Infrastructure for Music Brands: Dive deep into the details of asset production, content ingestion pipelines, metadata structures, and licensing workflows to build scalable, reliable systems.
• Investigate Before You Build: Use customer research, product data, and first-principles reasoning to establish what is actually worth building, rather than working from the existing roadmap by default.
• Earn Engineering's Trust: Work closely enough with engineers and designers that they want you in the room: clear specs, fast decisions, real understanding of the constraints.
• Ship and Measure: Define what success looks like before launch, then track whether it happened and act on the answer. Partner closely with our Boulder-based engineering and product teams. Win credibility through clear technical specs, deep domain comprehension, and fast, well-reasoned decisions
• Accelerate Financial Analysis through AI-enabled automation and productization.

Product Leadership in Acquired Businesses (1218 Months Out)

• Identify High-ROI AI Opportunities: Evaluate where AI creates real economic value across our businesses, then drive those opportunities through to shipped, measured outcomes. Build and defend a clear view of where AI changes unit economics and where it is merely noise.
• Step into New Businesses and Diagnose Quickly: Serve as the product manager we place into newly acquired companies. Assess an unfamiliar product, its users, its team, and its economics quickly, then form a clear view on what to fix, what to build, and what to stop. Work with the Head of Product to set product direction during the window when it matters most. We invest for the long run, so make the decisions that compound over years rather than the ones that look good in the first quarter.
• Develop Shared Infrastructure Across the Portfolio: Help build the platform layer every brand draws on such as: shared content infrastructure, data pipelines, and AI capabilities that no single business would justify building alone. Form a view on what should be centralised and what stays brand-specific.