Senior Product Manager

Description

Guest party experience and path to host sit at the center of how Pampered Chef converts interest into revenue and turns guests into future hosts and consultants. This role owns the digital product strategy and execution for that domain, with direct accountability for a single question: what's preventing party guests from purchasing or becoming hosts today?

Full-time

• Own the answer to what's preventing party guests from purchasing or becoming hosts today, and turn that answer into a prioritized roadmap
• Drive business outcomes: purchasing guests and bookings
• Drive product outcomes: hosting promo content engagement, engagement in party, and party guest satisfaction
• Balance work in flight now against the strategic direction of the domain, and make sure both connect to the broader digital vision and company strategy
• Think beyond how the party and shopping experience works today: start from what the guest actually needs and work backward to the solution, rather than iterating only on the current model

• Work hands-on with Claude and other AI tools to build working prototypes that validate ideas with real users before the business commits engineering investment
• Design and run experiments, including A/B tests and iterative validation loops, with real rigor: sound sample sizes, correct read of statistical significance, and honest interpretation of what a result does and doesn't prove
• Use AI to work through both qualitative and quantitative data and distill it into a clear point of view: what did we learn, and what should we do about it
• Bring data analysis skills to the work: SQL or equivalent fluency, or at minimum the ability to direct AI tools to do that analysis correctly and know when the output is trustworthy
• Exercise sound judgment about what does and doesn't belong in an AI tool. Customer and consultant data handling discipline is assumed, not optional

• Write initiative briefs and specs, using AI as part of the process, that clearly define the problem, how the proposed solution solves it, and exactly what's required to build it
• Build the business case for an initiative, both the financials and the reasoning, that makes the case for why we should build something and defines up front how we'll judge whether it worked
• Communicate with the end in mind: know what each audience actually needs, and adjust between detailed and executive-level framing accordingly

• Partner with UX as the core collaborator in discovery and in defining the right thing to build. This role shapes the experience; it does not own design
• Coordinate with the other Senior Product Managers who own adjacent business and product domains. Overlap is constant, and getting that coordination right matters as much as the roadmap itself
• Own prioritization and trade‑off decisions within the domain across competing stakeholder demands, and be willing to push back when something doesn't drive value

• Measurable improvement in purchasing guests and bookings
• Measurable improvement in hosting promo content engagement, engagement in party, and party guest satisfaction
• A track record of validating or killing ideas with working prototypes before major investment, not after
• Specs and business cases sharp enough that engineering, design, and leadership move forward aligned on what and why
• A disciplined experimentation practice that the business trusts, where results hold up when others check them
• Smooth coordination with the other domain‑owning PMs, with overlap resolved as a normal part of the job rather than a recurring conflict

• Obsess over customer and consultant success: you measure yourself by the value created for guests, hosts, consultants, and the business, not by what shipped
• Improve the system, not just the outcome: you build processes, patterns, and capabilities that make the next win easier, not just this one
• Learn faster than you build: you use research, experimentation, data, and AI to kill uncertainty before it becomes expensive
• Create clarity from complexity: you align teams through clear priorities, decisions, and success measures instead of adding process
• Focus on outcomes over outputs: a shipped feature that didn't move the numbers is not a win, and you treat it that way
• Elevate the people around you through collaboration, knowledge…