Senior Manager, Product Development, Global MPS Belt Drive; Moto

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Program Management

• Set and execute the global new product development strategy, operating model, and multi-year roadmap in alignment with business, technology, and customer priorities.
• Own the global development portfolio, including prioritization, sequencing, resource allocation, budgets, capacity, critical dependencies, and delivery commitments across regions and product platforms.
• Establish rigorous portfolio and stage-gate governance, ensuring timely, fact-based decisions on scope, investment, risk, readiness, and escalation.
• Lead portfolio reviews with executive stakeholders and communicate concise, decision-oriented updates on performance, tradeoffs, risks, mitigation plans, and business outcomes.
• Partner with Product Management, Business Development, Operations, Quality, Supply Chain, Finance, and regional leaders to convert market opportunities into executable product and technology programs.
• Drive predictable delivery against safety, quality, cost, timing, performance, and launch-readiness targets while actively managing cross-program dependencies and enterprise risks.
• Define and monitor portfolio metrics, including development cycle time, milestone attainment, resource utilization, technical risk retirement, product cost, quality, and launch performance.
• Champion continuous improvement, common global processes, digital tools, and lessons learned that increase speed, transparency, scalability, and consistency of outcomes.

Product Development

• Provide organizational accountability for end-to-end new product development, from customer insight and business case through architecture, design, validation, industrialization, launch, and post-launch learning.
• Ensure robust technical decision-making and design excellence through effective requirements management, systems engineering, design reviews, DFMEA, DVP&R, design for manufacturability, and verification and validation practices.
• Align global engineering teams, manufacturing sites, laboratories, suppliers, and external partners around common architectures, standards, interfaces, and development plans.
• Own development capability and capacity planning, including make-versus-buy decisions, technical partnerships, supplier engagement, prototype strategy, test capability, and capital requirements.
• Balance platform reuse, innovation, technical debt, product cost, manufacturability, sustainability, and speed-to-market to maximize portfolio value and long-term competitiveness.
• Ensure products and development practices comply with applicable customer regulatory, safety, quality-system, and industry requirements across all served regions.

Leadership

• Lead a global organization engineers and technical professionals through multiple engineering managers and senior technical leaders; clarify accountability, decision rights, and interfaces across regions.
• Select, coach, and develop people leaders; set clear expectations; conduct succession and talent reviews; and build a strong pipeline for critical leadership and technical roles.
• Create an inclusive, high-accountability engineering culture that promotes collaboration, constructive challenge, disciplined problem solving, innovation, and rapid organizational learning.
• Translate enterprise strategy into organizational goals and ensure managers cascade priorities, measures, and performance expectations throughout the team.
• Shape the global organization, workforce plan, location strategy, capability roadmap, and resource model needed to meet current commitments and future growth.
• Model enterprise leadership, sound judgment, and transparent communication; resolve cross-functional conflict and make timely decisions amid ambiguity and…