Senior Director, Product

• Own the outcomes of GTF's digital product portfolio:
  Be personally accountable for the performance of every PM-owned surface — Restaurant end-to-end, Specialty end-to-end, Menu, and Content/CMS — and for the strategy and roadmap that moves each of them.
• Own the multi-quarter portfolio roadmap:
  Build and maintain a roadmap that spans both the Platform and Brand Experience PM tracks, make the tradeoffs when priorities compete across tracks, and communicate the reasoning behind those calls clearly to the VP of Product and to brand and executive stakeholders.
• Set the working-backwards standard for the entire PM team:
  Require a clear problem statement and a measurable outcome — and a PR/FAQ or similar documentation for significant initiatives — before any PM on either track begins writing requirements. Personally review and coach on the quality of that thinking.
• Identify green space across the portfolio:
  Actively look for customer problems and revenue opportunities that don't yet have a PM or a roadmap line, bring them to the business backed by evidence and a financial frame.
• Define and track portfolio-level success metrics:
  Establish what good looks like for each PM-owned surface, monitor outcomes after launch, and be honest with the VP of Product about what's working and what isn't.
• Hire, manage, and develop the PM organization:
  Directly manage the Platform and Brand Experience Product Managers, hire into open PM seats, and build the career path that grows PMs into more senior product ownership over time.
• Hold the GTF PM bar:
  Coach every PM to the standard of outcome ownership defined for the org — owning a problem space, not a feature list — and ensure PM’s are continually progressing forward.
• Resolve cross-track conflicts:
  When Platform and Brand Experience priorities compete for the same engineering capacity or the same brand attention, make the call and own the consequences of that tradeoff.
• Business & Executive Partnership
  • Serve as the primary product partner to executive and brand stakeholders:
    Show up to CDO, CGO, and brand president conversations with a point of view, not just a status update. Earn alignment through quality of thinking, not volume of slides.
  • Partner with the Director of Product Operations on execution:
    Rely on Product Operations to run the GTM activity, engineering partnership, delivery cadence, and roadmap alignment mechanics, so this role can stay focused on strategy, portfolio tradeoffs, and the PM team — while staying closely coordinated on what's realistic to commit to.
  • Contribute to GTF's product operating model:
    Participate in the rituals, standards, and practices Product Operations builds — including executive meeting participation and working-backwards culture — as a senior voice shaping what good looks like, not as the person building the mechanics.

The Sr. Director of Product is the single-threaded owner of GTF's digital product portfolio — accountable for the outcomes that improve the digital guest experience, and responsible for the quality of the product thinking that gets the organization there. This role sits at the center of GTF's product-led operating model, leading the two PM functions that define how GTF builds for guests:
Platform Product Managers, who own Restaurant end-to-end and Specialty end-to-end; and Brand Experience Product Managers, who own Menu, Content/CMS, and related brand-facing product work.

A GTF Sr. Director of Product owns the roadmap, not just the org chart. They set the working-backwards standard the whole PM team is held to, make the hard tradeoffs across a multi-track portfolio, and are the person GTF's executive and brand stakeholders look to for a credible point of view on where digital product is headed and why.…