Product Manager Digital Products

Description

About the Role

UCCU has committed to building member-facing digital products in-house, the first product is greenlit and in discovery, a dedicated Product Designer is already in seat, and this role has direct executive sponsorship. What we do not have yet is someone to drive products from concept through launch.

This is a ground-floor role. You will set the early standard for how UCCU builds product, and as the practice succeeds it will grow around you: more products, more product managers, and eventually dedicated product leadership. You will help shape that growth rather than control all of it. If building the first version of one sounds like the most interesting thing you could do this year, this role is built for you.

This is a strategy and execution role, and it comes with a reality worth knowing up front: product management is new here. Some of your colleagues will be working with a PM for the first time, and part of your job is defining what the role means at UCCU: explaining your craft, holding your ground on decision rights, and building the process you need rather than inheriting it.

You will define the vision, write the detailed requirements, make the hard scope calls, and sit in the room with engineers and designers until it ships.

Your first initiative is a member-facing digital product, delivered natively within our digital banking platform, that is already a priority for the organization. Some of this work is already in motion, and your job is to bring focus and ownership to it, make the decisions that have been waiting on a single accountable owner, and carry it across the finish line.

The timeline is aggressive: measured in months, not years.

You will not be starting from zero. Already in place:

• A dedicated Product Designer (UX/UI), hired and working
• An in-house engineering team with an established AWS integration platform powering our digital banking features
• Discovery and validation for the first product, underway now, which you will inherit, pressure-test, and own
• A named executive sponsor for the first product

• New Product Development. Take member-facing digital products from concept through discovery, MVP, launch, and optimization, including reviving initiatives that have stalled or changed direction. Own the success metrics for each, end to end.
• Product Decisions and Scope. Be the single accountable owner for what gets built, in what order, and what is explicitly out of scope. Make the trade-off calls (feature depth versus timeline, build versus defer) and document them so the team is never guessing.
• Detailed Requirements and Acceptance Criteria. Translate feature concepts into clear, testable requirements that engineering can estimate and build against. Define what “done and working correctly” means for every feature, including edge cases, so the team is not left filling gaps with guesses.
• Cross-Functional Leadership. Partner with Engineering, Product Design, Marketing, the Online Banking platform team, Compliance, Legal, and senior leadership to align on requirements, platform capabilities, regulatory constraints, and go-to-market. Drive decisions to closure in a collaborative, council-oriented culture without letting them stall.
• Regulatory-Aware Product Design. Build products in a regulated environment. Partner closely with Compliance and Legal so products meet applicable federal and state requirements, and design product flows that satisfy those constraints rather than fight them. Our members expect us to safeguard their privacy and handle their data responsibly, and meeting that expectation is a core part of all projects.
• Member and User Insight. Conduct user research, journey mapping, and usability testing, and turn findings into requirements that genuinely improve the member experience. Some products may require designing for very different audiences at the same time.
• Data-Informed Prioritization. Define product metrics and instrumentation up front. Use adoption, engagement, and funnel data to prioritize the backlog and quantify impact after launch.
• Executive Communication. Present roadmap, trade-offs, risks, and results to…