If I may give you one huge hint on your product's SWOT at least functionally speaking and especially in a global market: Ask your delivery teams, basically they're your eyes and ears on the harsh reality of the trenches.
After being a Product Owner I became a Global Delivery Consultant, and you can't imagine how much insight you get from the guys if you find the right mean.
Personally the best approach I took was a give and take quarterly worldwide meeting with the delivery experts and their top management to list the good the bad and the ugly from their own perspective (in any aspect of the product) while product management was providing insights on what was coming and a light update on the looks of the ongoing development schedule.
I can guarantee you that 3 Regional Delivery Heads telling you that feature XXX must be reworked is invaluable info and something you can't get from sales, support teams or even your own feeling. Added bonus: They will provide you with realistic business scenarios and expected behaviors and would be interested in taking part of the validation process for you.
Likewise, delivery guys will be more relaxed as they will be aware of the development fitness ahead of the official schedule and therefore won't sale features at risk (they're in projects all the time, they have to deal with the unexpected on a daily basis).
Because Delivery Teams are the closest to the product they are the first ones to proof it, support it and also bridge all the gaps for your customers. The rest is only paperwork and planning.
I know I wasn't in the same role, just mentionning what I witnessed regarding Product Managers where I worked in the past.. Having been a Product Owner for a couple of years in a 10k+ employees international company, just to name a few guys you need to meet regularly for the sake of your product, from makers to users :
Developpers teams, QA teams, Product Support Teams, Marketing teams, Finance teams, Sales teams (Global, Regional), Delivery teams (Global, Regional), Training teams (See a trend here?), Customers (from time to time, not counting support escalations).
Out of these exchanges you get your product needs and issues which you need to rationalise, plan and translate into features and fixes, plan a macro and micro roadmap including slightly-expected hotfixes, service packs, long term roadmap (to give your customers a sense of what's coming - up to 5y forecast sometimes), adding also various compliance rules on top of this (depending the market) and a frosting made of turn over rates plus international culture complexity.
Of course what I'm mentionning is not the whole world, but as far as I can tell it's a good picture of what you can expect from someone doing decent international product management.
Therefore, a junior Product Manager would be pretty much difficult to pull, unless you're hiring people who had the opportunity to cross the intellectual and business bridges (consumer/producer/user/support) a couple of times in their carreer (imagine yourself drafting your new product roadmap while travelling a plane to show up on site on a Friday in a customer's office to defend your product against a missing/crippling feature and try to propose a mitigation plan with the help of the local delivery team).
A Product Manager is in a sense a one man band, half Project Manager, half Architect, Salesman, Support Manager, Training manager, end user, customer, etc.
So, Junior without someone to back you up, I don't think so. Junior without having some experience of the Trenches, hardly, as you can easily be reckless toward the teams mentionned above and also miss some red flags ("ivory tower" syndrome).
If you find such an opportunity, be wary on the context and the expected work. This role can be more stressing and alienating than being a Project Manager because you are supposed to represent a Product in any aspect of it.