WHO WE WANT?
The rare person who has lived in three rooms and was at home in all of them. The engineering room, where the architecture gets argued. The product room, where the roadmap gets cut and business strategy gets formed. The client room, where the problem gets discussed and the business case gets won. Most people are fluent in one and tourists in the others. We need someone fluent in all three — who can take a product, shape it into a solution a specific enterprise will actually deploy, and own that as a practice with a P&L attached. Not a coordinator who routes between specialists. The person who is the connective tissue.
WHERE DO YOU COME FROM?
Engineer first — and never stopped thinking like one, even after the title changed. 12–18 years building software, shaping products, or architecting solutions that had to survive contact with a real enterprise. Along the way you've worn at least two of these hats for real, not in name: solution architect, product manager, practice or delivery lead. MBA optional. Earned credibility is not. Someone who is comfortable talking to customers and building relationships.
WHERE DO WE LOOK?
We look where solutions actually get made — where a platform alone isn't enough, and someone has to bend it into something a specific customer will pay for and trust in production. Four pools matter:
- Product companies where PMs are technical to the bone. Postman, Freshworks, Druva, Whatfix, Icertis, Hasura, BrowserStack, Chargebee — places where the product manager sat inside engineering, owned the architecture trade-offs, and still had to carry the business case. Not PMs who wrote tickets and groomed backlogs. PMs who decided what got built, why, and what it was worth.
- Platform companies with serious solution-engineering cultures. Confluent, MongoDB, HashiCorp, Databricks, Snowflake, Nutanix, Elastic, Dynatrace — their solution architects and field engineers who walked into an enterprise, designed the deployment, and made the platform solve a real problem. People who spoke to engineering and the business in the same breath and lost neither.
- Telco / OSS-BSS, where every deployment is a co-build. Subex, Amdocs, TEOCO, Netcracker, Mavenir, Rakuten Symphony, Whalecloud, Sterlite — people who took a product and turned it into an operator-specific solution, inside that C-suite and that NOC. Given what ByteLens does, this is a head start, not a nice-to-have.
- Deep-tech and AI-native firms shaping solutions on top of models. Sarvam AI, Krutrim, Fractal, Mad Street Den, Observe.ai, Uniphore — people who took raw capability and engineered it into something an enterprise would actually run, govern, and rely on.
The pattern matters more than the badge: a builder who learned to think like a businessperson, or a businessperson who never lost the ability to build. Both are rare. Both are exactly what this role needs.
WHERE SHOULD WE NOT GO?
The traditional services Practice Head — the one whose "practice" is a headcount pool and a utilization target, who runs delivery on accounts someone else won, with a methodology someone else wrote. TCS, Infosys, Wipro, LTIMindtree, Accenture practice leadership where the job is staffing, not solving. Equally, skip the pure product manager who has never sat with a customer's architecture, and the pure solution architect who goes quiet the moment you ask about margin or roadmap. One-dimensional doesn't survive here. We are not hiring a specialist to manage other specialists. We are hiring the person who can hold the whole thing.
WHAT KIND OF PERSON?
Lives at the whiteboard and the boardroom. Can argue an engineer out of over-building and a CFO into a business case in the same afternoon. Restless about how things get solved — sees a product not as a finished thing but as raw material for the solution a customer actually needs. Believes the wall between "product company" and "services company" is coming down, and wants to be the one standing in the gap, building what replaces both.
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HOW TO PITCH THIS ROLE
What is Nomiso?
Nomiso is an AI co-engineering company. Not a services company. Not a SaaS company. Something newer — and harder to build.
The bet: AI has already made individual developers 10x faster. But enterprises haven't moved. Quality breaks down, delivery lags, institutional knowledge sits in spreadsheets and in people's heads. Nomiso embeds into the enterprise and fixes that — with AI models that run on the customer's own data, improve sprint over sprint, and never leave the building.
Two products power this: ByteLens, an AI operations intelligence platform for telecom — built to surface the margin and reliability insights that NOC teams can't see; and Intelli-Q, an enterprise quality intelligence platform that turns SDLC health from a lagging indicator into a live signal. Both deployed on-premise. Both compound in value over time. Neither creates vendor lock-in.
This is the role that decides how the product becomes a solution in every account — and how repeatable that becomes. It sits at the center of everything Nomiso ships.
Reporting line
This person reports directly to the CEO (Anil). Small team, direct access, high accountability. They own the bridge between what gets built and what gets deployed — and they own the outcome on both sides.
On compensation
Don't lead with compensation. This role is not for someone looking for a job. It's for someone who wants a stake in something being built. The right candidate will ask "what are we solving?" before they ask "what does it pay?" — and when they do ask, tell them: the company is prepared to share success, not just salary.
The signal to watch for
If they can only talk about one of the three — product, or architecture, or the practice — they're not the one. If they can't walk you through a single solution they owned end to end, from blank page to signed deal to delivered outcome, move on. And if the first thing they negotiate is the title or the package, drop the dialog.
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A NOTE TO THE RECRUITER
This role will self-select if you let it. The JD is written to attract a specific kind of person and repel everyone else — trust that. Resist the urge to soften the language for volume. The wrong hire here is expensive in a way few hires are; the right one is the spine of the company.
When you screen, listen for whether they can move between three vocabularies — engineering, product, business — inside a single conversation, without the awkward code-switch. The pretenders are strong in one and bluff the other two. Ask them to walk through one solution they owned from first sketch to live deployment to commercial outcome. The real ones light up and go deep on all of it. The fakes go thin somewhere — usually the part they didn't actually own.
The first conversation should feel like a working session, not an interview — like you're already solving a problem together. If it doesn't, move on.