Product Lifecycle Manager

TAIT partners with artists, brands, IP holders and place makers to bring culture-defining, never-before-seen experiences to life. With a legacy of innovation spanning over 45 years, TAIT has grown from pioneering in rock ‘n’ roll concert staging to setting the global standard for extraordinary live events and experiences through cutting-edge technology, precision engineering, and creative design. TAIT’s 20 global offices have developed iconic productions and experiences in over 30 countries, all seven continents, and even outer space for renowned performers, theme parks, exhibits, and venues across the globe, including partnerships with Taylor Swift, Cirque Du Soleil, Royal Opera House, Nike, NASA, Bloomberg, Google, Beyoncé, and The Olympics.

The Product Lifecycle Manager is the senior professional lead for the ongoing health, performance, manufacturability, supportability, and sustainment of TAIT's hardware products after initial development. The role owns and matures the Technology Market lifecycle management process and ensures lifecycle priorities are translated into coordinated, visible, and measurable action across the product portfolio.

Operating as a subject matter expert, the Product Lifecycle Manager leads a cross-functional Product Lifecycle function through influence rather than direct reporting authority. Contributors may come from Engineering, Manufacturing, Supply Chain, Quality, Service, Support, Assets, Product Strategy, Program Leadership, Innovate, and other capabilities. The role sets lifecycle priorities, clarifies ownership, establishes governance, coordinates dependencies, escalates trade-offs, and drives decisions across organizational boundaries.

The role uses product, field, manufacturing, supply, cost, and support evidence to identify risks, trends, and opportunities and to make strong recommendations on sustainment, improvement, refresh, replacement, and retirement. The Product Lifecycle Manager owns the lifecycle analysis and recommendation; major portfolio investment, refresh, replacement, or retirement decisions are made in partnership with Product Strategy and the appropriate business leaders.

1. Lifecycle Strategy, Governance & Prioritization

• Own and mature the Product Lifecycle Management process for Technology Market hardware products, including lifecycle intake, prioritization, governance, change control, sustainment planning, obsolescence management, and phase‑out planning.
• Set and maintain lifecycle priorities across sustainment, reliability improvement, quality, manufacturability, cost reduction, serviceability, obsolescence, and customer or field needs, using clear decision criteria and business evidence.
• Lead lifecycle scope, schedule and budget coordination, dependencies, risks, and trade‑offs for sustainment and improvement work delivered through cross‑functional contributors; elevate decisions that exceed approved boundaries with a clear recommendation and rationale.
• Create shared visibility into lifecycle priorities, decisions, ownership, risk, progress, and outcomes through practical governance forums, decision records, dashboards, and regular communication.
• Establish and improve lifecycle standards, decision frameworks, and ways of working so the function becomes more repeatable, data‑driven, and effective over time.

2. Portfolio Recommendations & Lifecycle Decisions

• Identify lifecycle risks, trends, and opportunities and develop data‑informed recommendations for continued sustainment, improvement, refresh, replacement, or retirement of products and platforms.
• Partner with Product Strategy to align lifecycle recommendations with the Technology Market roadmap, market needs, commercial priorities, and portfolio…