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. The Sr Manager hires evangelical thinkers, develops direct reports deliberately, and makes talent decisions as operating decisions. Day‑to‑day activities include reviewing team roadmap priorities through the lens of business outcomes and competitive position; conducting development conversations to assess PM customer fluency;

acting as the last human review before AI output shapes what gets built; translating VP‑level strategic context into clear PM‑level direction; tracking whether the metrics PMs committed to actually moved; and building the cross‑functional relationships that protect the team’s ability to execute.

• Takes ownership of the team’s outcomes as if they were their own product. Knows what each PM is working on, where the risks are, and what the data says. Treats the team’s outcome hit rate as a direct reflection of their own leadership and responds accordingly when results diverge from plan.
• Treats the team’s quarterly results as a learning cycle. Reviews 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 develops AI fluency in their own workflow and coaches the team on directive quality. Uses AI tools for strategic synthesis, team performance analysis, and narrative drafting. Sets a quality standard for AI‑assisted work across the PM team.
• Stays current on industry and technology trends. Brings relevant signals to the team proactively and ensures the PM team is informed and positioned before trends become obvious priorities.
• Builds a learning culture on the team. Creates conditions where PMs share what they tried, what they learned, and how it changed their approach — not just what they shipped.

• Designs how customer signal flows into product decisions across the whole team. Builds the operating model that moves insights from customers to roadmap decisions. Does not review research — shapes how the team generates and acts on it.
• Ensures the team is not customer‑focused as a general principle, but as a measurable operating standard. Holds PMs accountable for grounding every roadmap decision in a specific customer problem with evidence.
• Partners with PXDI and research leadership to ensure the team has the customer insight infrastructure it needs. Advocates for investment in customer research when the team is operating on insufficient signal.
• Creates 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.

• Brings strategic thinking to every roadmap decision — not just approval authority. Evaluates roadmap priorities through the lens of business outcomes, competitive position, and customer impact. Identifies where the team is playing too small and redirects energy toward higher‑leverage bets.
• Sets the strategic bar for what belongs in the plan before it reaches Director or VP. Does not rubber‑stamp what PMs bring — challenges assumptions, raises the quality of the thinking, and ensures the…