Senior Director Product and Analytics Job New York New York USA,Business

Location: New York

THE ROLE

MiQ is seeking a Sr. Director, Product & Analytics to lead the US vertical product pod and custom analytics function within the US Product & Solutions org. This role owns the product team charter, drives roadmap execution, and ensures that what gets built is commercially sharp, AI‑forward, and tied to measurable business outcomes. Two functional areas report into this role: the US local vertical product pod – Product Lead and PMs building MiQ’s vertical intelligence products across Healthcare, CPG, Travel, Political, and Social;

and custom analytics for the Indies & Brand Direct segment.

WHAT THEY WILL DO

Product Team Leadership & Commercial Development

Directly manage the Product Lead and PMs; own their performance, development cadence, and output quality.
Groom the team to think commercially – every roadmap item must connect to a client need, a revenue outcome, or a defensible competitive position.
Set and maintain consistent expectations for deliverables, timelines, and quality; address gaps directly and early.
Push the PM pod to operate across two distinct tracks:
Discovery (prototyping, future‑state definition, AI/agentic exploration) and Delivery (execution, release, GTM) – these are not the same motion and should never collapse into one.

AI‑Forward Product Thinking

Champion a product culture that draws on how leading technology platforms are embedding AI and agentic flows into their core experiences – and defines what the right analogy is for MiQ’s products.
Drive PMs to lead discovery through hands‑on prototyping and working artifacts – validate before committing to a delivery track.
Evaluate which AI or agentic infusions are genuinely relevant to MiQ’s vertical products vs. noise; make that call with rigor and defend it.
Set the standard for what “future‑looking product definition” means on this team.

Product Roadmap Ownership & Execution

Work with the US Product & Strategy leadership to ensure the product roadmap reflects US business priorities and is anchored to commercial OKRs.
Own the US vertical product roadmap: prioritization, sequencing, and stakeholder alignment – ensuring every item is tied to business priorities and growth areas, not just backlog hygiene.
Maintain a clear and auditable view of exact releases, timelines, and status across all in‑flight vertical products.
Serve as the connective tissue between strategy and execution – translate top‑down direction into a sequenced, resourced, and trackable plan.
Keep a continuous pulse on team productivity: velocity, blockers, and capacity – surface shortfalls before they become delays.

CoE Collaboration & Engineering Alignment

Serve as the primary product‑side interface with the CoE engineering squads – own the relationship, not just the ticket queue.
Drive roadmap alignment with CoE leads through structured quarterly planning and regular checkpoint cadences.
Work with the Program Management team to track releases end‑to‑end; maintain a live view of what’s in flight, what’s at risk, and what’s shipped.
Ensure CoE capacity is correctly mapped to the priority areas of the business – flag misalignment early and advocate for the right resource allocation against the roadmap.
Ensure processes between the product pod and CoE are clearly defined, consistently followed, and improve over time – reduce friction, increase throughput.

GTM & Sales Marketing Partnership

Work closely with the Sales Marketing team on every product release – provide narrative inputs, define key differentiators, and ensure the commercial story is grounded in actual product capability.
Ensure product releases don’t land without a positioning framework that Sales can use immediately in RFPs, pitches, and client conversations.
Connect roadmap milestones to GTM pillars:
Specialization, Simplification, Differentiation, Measured Impact.

Data Partner Strategy & Operationalization

Partner with the Strategy & Partnerships Lead to scope, evaluate, and operationalize new vertical data partners.
Own the audit framework for partner fit within the product strategy – does the data actually enable a differentiated product, or does it add complexity without value?
Ensure implementation follows…