Head of Product – Cyber Intelligence

Portfolio strategy

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Founded in 2003 and headquartered in Singapore, Group-IB is a leading creator of cybersecuritytechnologies to investigate, prevent, and fight digital crime. Combating cybercrime is in the company’s DNA, shaping its technological capabilities to defend businesses, and citizens, and support law enforcement operations.

Group-IB’s Digital Crime Resistance Centers (DCRCs) are located in the Middle East, Europe, Central Asia, and Asia-Pacific to help critically analyze and promptly mitigate regional and country-specific threats. These mission-critical units help Group-IB strengthen its contribution to global cybercrime prevention and continually expand its threat-hunting capabilities.

Shape and launch the next generation of Group-IB's Cyber Intelligence products: high-impact, high-ownership, and building on strong foundations. You will be part of the transformation journey and do work that directly makes the world safer.

You will own the strategy for the Cyber Intelligence product line and manage the product management team that executes it — the bridge between company direction and customer value. You decide what gets invested in, maintained, or sunset within the line, and you are accountable for the health of the product–customer relationship at the line level. You will work directly with the Chief Product Officer to drive real impact.

Reports to: Chief Product Officer

Location : can be based in EMEA - APAC

What you'll own

Portfolio strategy

• Own and maintain a 2–3 year vision and a 12-month roadmap for the product line. Strategy stays focused — 2–3 strategic priorities, not 20.
• Decide which products within the line get investment, which are maintained, and which are sunset. Recommendations are evidence-based and defended with product leadership.
• Translate company-level OKRs into product-line priorities, ensuring every Product Manager's goals connect to the product-line strategy and, in turn, to company objectives — a traceable chain.
• Make the call when Product Managers within the line compete for engineering time; escalated cross-product-line trade-offs to product leadership.

Discovery direction

• Set the discovery agenda across the product line, ensuring PMs investigate the right problems rather than the loudest requests.
• Define evidence standards — how much and what kind of evidence different decisions require (a pricing change calls for different evidence than a UX improvement).
• Maintain direct relationships with key customers and partners as a strategic sensing mechanism, complementing rather than replacing PM-led discovery.

Pricing and packaging

• Own how capabilities are packaged into sellable products: feature tiers, module bundling, upgrade paths, and renewal pricing logic.
• Partner with commercial leadership on deal-level mechanics (volume discounts, multi-year terms, competitive displacement) and regional adjustments. You own the product-side pricing architecture; how it's negotiated in individual deals sits with Commercial.

Team leadership and PM development

• Directly manage the Product Managers in the line, building product capability through coaching, feedback, and clear expectations, supported by a structured competency framework.
• Identify each PM's most important growth area, agree what progress looks like over the next quarter, and support them in getting there.

Commercial partnership

• Partner with commercial leaders (Sales/Revenue and Regional Heads) as peers. Turn pipeline intelligence into product decisions, not just acknowledgement, through regular sales–product alignment.
• Drive systematic win/loss analysis on the product side — why deals…