Not an executor. Not a roadmap manager. Not a ticket writer. A systems thinker with commercial instincts — the person who decides what not to build when capacity is infinite.
"Most PMs were never actually bottlenecked by execution. They were bottlenecked by taste and judgment. Team capacity was a governor that prevented bad ideas from shipping. Remove that governor and you discover who was driving and who was just steering.
— Head of Product, Gemini
The Booking.com-era PM was a coordination function — PRDs, sprints, tickets, stakeholder alignment. That role is gone. What replaces it is not a faster version of the same. It's a different job: reasoning about a probabilistic system, owning a commercial outcome, and having the judgment to pick the right bet from an infinite menu.
We are not hiring someone to manage a roadmap. We're hiring someone to own a commercial outcome inside a probabilistic system. The Demand agent places Nilo inside Claude, Gemini, Perplexity and traveler-side agents — which means your job is not to "drive citation rate." It is to understand how a change in Demand ripples into Handshake, Fraud and Review, to decide which second-order effect is worth the first-order win, and to defend that decision in front of a P&L.
Critical thinking is non-negotiable. You will be handed a steady supply of internal and external analyses, most of them confident, many of them wrong. The skill is separating signal from noise when the noise is well-formatted. Strategic prioritization is the muscle that atrophies fastest in an agent-era PM — because you can build anything, you will be tempted to build too much. Our best PMs kill more bets than they ship.
About documents: we don't write PRDs because PRDs were for coordinating expensive execution. Execution isn't expensive anymore. But every bet does get written down — one page, one P&L line, one kill criterion. We call it a bet memo. It's a PRD that stopped pretending.
And above all, you will have taste — the editorial judgment to know what "good" looks like when the agents can build anything. Taste is the one skill the agents cannot carry for you. It is the reason this role exists.
Not citation rate. Not click-through. Not model evals. GMV. If you find yourself optimizing a metric that doesn't translate to money on a hotelier's ledger, you're measuring the wrong thing.
Skills are inputs; judgment is the output. These are the frames the best PMs at Nilo use to turn one into the other.
When execution is cheap and capacity is infinite, prioritization is no longer "what's next on the list." It's "what is worth existing at all." Our best PMs kill two bets for every one they ship. A backlog is evidence you haven't decided.
Every "ship it" is a P&L decision. You will name the unit-economic consequence before you ship, not after. If you can't articulate what this change does to CAC, margin, or retention in one sentence, you haven't thought hard enough yet.
Six PMs, one per agent. That only works if someone owns what happens between agents. When Demand hallucinates a room that doesn't exist, when a DSA auditor asks about citation bias, when a model-vendor downgrades our partnership rate — the seams are where the real work lives. You own them without being told to.
Think → bet → orchestrate → kill → listen. Five days. No sprints.
Opens the P&L dashboard. Traces last week's Demand agent changes into Handshake, Fraud and Review. Writes down three 2nd-order effects nobody flagged — because nobody was looking.
A one-page memo: what we'd try, why now, the commercial consequence if we're right, the commercial consequence if we're wrong. Not a PRD. The argument, not the spec.
Sets the failure modes. Writes the evals the work has to clear before ship. Defines what the agents must not do. Delegates the build itself to the stack.
Reviews three in-flight bets against the P&L. Kills one. Not because it failed — because even if it succeeds, it's not the thing that moves the business. Writes a 3-min Loom on why.
Three calls: one hotelier whose share-of-bookings dropped, one whose tripled, one traveler who bounced off a citation. By video, not survey. Writes what they actually said — not what it sounded like.
The day the PM kills a feature that was objectively winning — because winning was measured wrong.
That's the question the PM at Nilo reaches for when a metric wins — not "is this a real lift?" but "is this the metric that's actually the business?"
Each of these was a ritual that worked when execution was scarce and thinking was optional. It doesn't work now. If any of these feel like they'd be hard to give up, this role isn't for you.
If you've read this far and you're serious, here's what you actually need to know.
The work that doesn't fit on any agent's roadmap. It fits on yours.
When Anthropic changes a pricing tier or Perplexity shifts citation logic, you're the first to see it and the first to respond.
When a DSA auditor or an NGO asks why independents surface less than chains in a given week, you have the answer and the evidence.
When the agent confidently hallucinates a room or a price, you own the rollback, the comms to the hotelier, and the eval that prevents the recurrence.
When share-of-bookings drops for a segment, you call three of them by video the same week and write down what they said, not what it felt like.
Explicitly not Jira. Explicitly not Confluence. Explicitly not roadmap decks in Google Slides.
If you've already been working like this — unofficially, inside an org that rewards roadmaps over judgment — we'd like to meet you.
Send us a bet you killedA one-page memo on a bet you'd kill at Nilo, based on this page. 250 words. A human reads every one. Inês or Rui (the founders) will reply within 5 working days.