Sr Manager, Product Management

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The Senior Manager, Product Management sets the strategic direction for the team’s product portfolio, translates that direction into clear priorities, and holds the team accountable for executing against it at a high standard. This is not a team management role, it is a product leadership role. The Sr Manager owns the operating model, the quality bar for AI‑generated work, and the talent composition of the team.

They are accountable for team outcomes and treat the PM team’s outcome hit rate as a direct reflection of their own leadership.

• Product Learning & Growth:
  • Take ownership of the team’s outcomes as if they were your own product. Know what each PM is working on, where the risks are, and what the data says. Treat the team’s outcome hit rate as a direct reflection of your own leadership and respond accordingly when results diverge from plan.
  • Treat the team’s quarterly results as a learning cycle. Review whether the bets the team made held, what the data revealed, and what that means for the team’s priorities and direction going forward.
  • Actively develop AI fluency in your own workflow and coach the team on directive quality. Use AI tools for strategic synthesis, team performance analysis, and narrative drafting. Set a quality standard for AI‑assisted work across the PM team.
  • Stay current on industry and technology trends. Bring relevant signals to the team proactively and ensure the PM team is informed and positioned before trends become obvious priorities.
  • Build a learning culture on the team. Create conditions where PMs share what they tried, what they learned, and how it changed their approach – not just what they shipped.
• Customer Problem Understanding:
  • Design how customer signal flows into product decisions across the whole team. Build the operating model that moves insights from customers to roadmap decisions. Do not review research – shape how the team generates and acts on it.
  • Ensure the team is not customer‑focused as a general principle, but as a measurable operating standard. Hold PMs accountable for grounding every roadmap decision in a specific customer problem with evidence.
  • Partner with PXDI and research leadership to ensure the team has the customer insight infrastructure it needs. Advocate for investment in customer research when the team is operating on insufficient signal.
  • Create an environment and culture where the team is immersed in customer‑first thinking – not as a value statement, but as a behavioral standard reflected in every artifact and decision.
• Product Strategy & Vision:
  • Bring strategic thinking to every roadmap decision – not just approval authority. Evaluate roadmap priorities through the lens of business outcomes, competitive position, and customer impact. Identify where the team is playing too small and redirect energy toward higher‑leverage bets.
  • Set the strategic bar for what belongs in the plan before it reaches Director or VP. Do not rubber‑stamp what PMs bring – challenge assumptions, raise the quality of the thinking, and ensure the team is solving the right problems.
  • Work in collaboration with Director to develop strategy, goals, and outcomes for the team’s scope. Translate VP‑level strategic direction into clear priorities for the PM team so PMs understand not just what to build but why it matters.
  • Maintain a current understanding of industry and competitive trends. Assess how trends impact the team’s roadmap and ensure the team’s strategic direction reflects the external environment.
  • Develop change management processes and regularly cascade vision and strategy to align team goals with corporate priorities. Ensure the PM team understands how their work connects to T‑Mobile’s broader…