About BigGeo
BigGeo is the Spatial Cloud. We help companies manage and access the world’s spatial data. Any size, any slice, any insight. Delivered in seconds.
We’re building something that hasn’t existed before: a new layer of the internet where the “where” and “when” behind every decision is instantly clear, programmable, and actionable. Our platform removes the complexity that has kept spatial data locked in silos for decades, and replaces it with speed, precision, and control.
We’re a Calgary-based company, early and moving fast, with real customers, real infrastructure, and a clear point of view on where the world is going.
Why BigGeo Exits and Why People Build Here
Most companies are spatially blind. They know what their data says, but not where or when things actually happen. That gap costs real money, creates real risk, and limits what AI can actually do in the physical world.BigGeo exists to close that gap.We’re not building another tool. We’re building the rails that connect the planet’s moving data to the systems that run the world. That’s a big problem, and it takes people who care about doing things right, not just fast.
People build here because:
- The problem is real and the category is open. We’re not competing for the middle of an existing market. We’re defining a new one. Your work shapes what the category becomes.
- Your fingerprints are on the architecture. We’re at the stage where the decisions you make today become the foundation tomorrow. What you ship matters.
- We run on clarity, not politics. We move with purpose. No bureaucratic drag, just a team that agrees on the mission and gets to work.
- You’ll grow fast because the problems are hard. Spatial data at scale is a genuinely difficult domain. If you want to be stretched, you’ll be stretched.
- We’re building for longevity. We’re not chasing hype cycles. We’re building infrastructure, the kind that compounds in value over time and earns the trust of the companies that depend on it.
The Role
The Technical Product Owner owns BigGeo's technical product capabilities roadmap end to end, from what's possible to what's communicated.
You'll sit at the intersection of Product, Engineering planning, and delivery, translating “can we build this, by when, and what are the limitations” into a roadmap the rest of the company can act on.
This role exists to take that technical feasibility question off Product's plate so priority decisions get made faster and with better information.
You'll own how the Spatial Cloud's technical capabilities get communicated, internally and externally, so the whole company understands what's shipping and why it matters.
Key Responsibilities
- Own the technical product capabilities roadmap, translating engineering feasibility into a plan Product and Sales can build against
- Act as the bridge between Product, Engineering planning and strategy, and delivery, so priority decisions get made with accurate technical context
- Answer “can we build this, by when, and what are the limitations” for any proposed feature or customer commitment
- Own internal comms for technical capabilities, keeping Sales, Marketing, and Leadership current on what's shipping and what it unlocks
- Own external-facing visibility of technical capabilities, working with Marketing to make sure what BigGeo ships is understood by the market
- Use AI tools to accelerate roadmap synthesis, capability documentation, and cross-team status reporting
- Partner with Engineering leadership to sequence delivery against roadmap priority without getting pulled into day-to-day build execution
- Build the systems and cadence that keep technical roadmap decisions repeatable, not reliant on any one person's memory
What You Bring
Required:
- Experience owning a technical product roadmap in a software or SaaS environment
- Comfort translating engineering constraints into language Product, Sales, and Leadership can act on
- Track record bridging Product and Engineering without becoming a bottleneck in either direction
- Strong written communication, since this role owns how technical capabilities get explained internally and externally
- Ability to operate with real technical fluency without needing to be the one writing the code
- Demonstrated use of AI tools to accelerate roadmap synthesis, documentation, and cross-team reporting
Nice to Have:
- Experience in an early-stage or category-defining company where the roadmap was still being invented
- Background in data infrastructure, developer platforms, or technical B2B products
- Familiarity with geospatial or spatial data concepts
- Experience working directly with Sales or Marketing to translate technical capability into customer-facing narrative
Success Metrics
First 30 days:
- Complete onboarding into BigGeo's current product roadmap, active engineering initiatives, and existing capability docs
- Shadow at least 3-5 conversations between Product, Engineering, and Sales/Marketing to understand current handoff gaps
- Map the existing roadmap communication flow (or lack thereof) and identify where technical feasibility questions currently bottleneck
- Deliver a first-draft "state of the technical roadmap" document summarizing what's shipping, in progress, and unclear
First 60 days:
- Own and answer at least 5-10 real "can we build this, by when" requests from Product or Sales without needing Engineering leadership to intervene
- Establish a recurring cadence (e.g., biweekly) for syncing roadmap status across Product, Engineering, and Sales/Marketing
- Ship the first version of an internal capability-communication artifact (roadmap doc, changelog, or briefing format) that Sales/Marketing can reference directly
- Reduce at least one identified bottleneck from the 30-day audit (e.g., fewer ad hoc pings to engineers for feasibility answers)
First 90 days:
- Fully own the technical product capabilities roadmap as the single source of truth, with Product and Engineering leadership both referencing it
- Have a repeatable system/cadence in place (not dependent on tribal knowledge) for roadmap updates, feasibility triage, and cross-team reporting
- Deliver at least one external-facing capability communication (in partnership with Marketing) that accurately reflects a shipped feature
- Demonstrate measurable reduction in Product/Engineering back-and-forth on feasibility questions (fewer escalations, faster turnaround time)
Beyond 90 days:
- Roadmap communication and feasibility triage run predictably without requiring Product or Engineering leadership to step in
- Internal stakeholders (Sales, Marketing, Leadership) consistently cite the roadmap/comms artifacts as their primary source of truth
- Track record of accurate "can we build this, by when" calls, building trust across Product and Engineering
- Contributes to strategic roadmap sequencing conversations, not just translation/reporting