Technology Product Lead - Supply Chain

Technology Product Lead Why This Role Exists

We are building a Product organization to bring clear ownership, prioritization, and outcome accountability to critical technology platforms that power our business. Today, much of our platform and systems engineering work is executed through strong teams and capable technology, but without consistent end‑to‑end ownership of outcomes, clear value identification, or transparent measurement of impact, important work gets delivered while it is difficult to answer fundamental questions:
Why is this the right work, right now? What outcomes are we driving? How do we know it’s working? The Product Lead role exists to close that gap.

We view product ownership as a continuous spectrum, not a fixed state:
NOW: Capability‑based ownership and platform stabilization NEXT: Value‑aligned recomposition and shared accountability LATER: True end‑to‑end value streams with economic ownership. The work does not change. Only how we frame ownership, outcomes, and success evolves. Product Leads are expected to operate comfortably across this spectrum, protecting near‑term execution while intentionally shaping longer‑term outcome ownership.

Product Leads are anchored to one or more capability‑aligned product areas, such as:

• Core Transaction Platforms
• Commercial Enablement
• Enterprise Data & Intelligence
• Developer & Platform Enablement
• Trust, risk, and compliance

• Defining what should be built and why
• Making priority and scope trade‑offs within defined investment guardrails
• Owning product outcomes, not just delivery
• Ensuring clarity and continuity from strategy through execution

Shape and evolve product vision and roadmaps aligned to organizational goals and technology strategy. Translate business objectives into clear product outcomes, hypotheses, and success measures. Align platform capabilities to KPI‑oriented outcomes such as scalability, reliability, automation, efficiency, and risk reduction. Advocate for investments that measurably improve productivity and operational effectiveness. Balance short‑term delivery needs with long‑term strategic outcomes.

Own product backlogs end‑to‑end, ensuring work is clearly defined, sequenced, and aligned to outcomes. Write and refine epics, features, and user stories as needed; especially for complex, high‑impact, or ambiguous work. Lead backlog building and ongoing refinement to maintain a healthy, outcome‑oriented pipeline of work. Partner closely with engineering and architecture to shape solutions, identify dependencies, and surface risks early. Validate usefulness and impact of delivered capabilities with internal users and stakeholders.

Serve as the primary decision‑maker for prioritization, sequencing, and scope within your product area. Foster collaboration, accountability, and continuous improvement across cross‑functional teams. Empower teams with clarity of intent while allowing flexibility in how work is delivered. Make informed decisions under ambiguity, time pressure, or incomplete information. Actively remove obstacles to progress and value delivery.

Lead or actively participate in key product‑focused ceremonies, including backlog refinement and product planning. Ensure shared understanding of priorities, intent, and success criteria across teams. Partner with delivery leaders to support agile ways of working without becoming process‑bound. Adjust focus and level of involvement as products, teams, and maturity evolve.

Act as the primary liaison between engineering, architecture, business partners, and leadership. Communicate priorities, progress, trade‑offs, and outcomes clearly and consistently. Maintain transparency to build trust and alignment across teams and departments. Continuously gather feedback and pain points to inform roadmap and backlog decisions.

Define and track KPIs tied to efficiency, performance, reliability, and business…