Director of Digital Product Management - Internal Tour Operations Platform

We’re modernizing the technology platform that powers how our group travel operations teams assemble and produce tours globally. Today, our Operations teams use a combination of a legacy platform, Salesforce, Power BI reports, sophisticated Excel spreadsheets, and AI assistants to bring together the many pieces that shape the traveler experience on tour. Our vision is to bring this capability and more into a unified platform that removes friction and unnecessary manual work, enabling Operations to focus on creating the best possible customer experience within our quality standards and budget.

Frame the problem precisely. Work directly with Operations teams to understand what the real friction is in their work versus what they've normalized. Leverage PM frameworks to define what we're solving, for whom, under what constraints—and articulate what a piece of work enables:
Stronger decision-making? Fewer errors? Reduced manual work? Better customer experience? This clarity grounds engineering estimates, design decisions, success measures, and stakeholder expectations.

Navigate organizational risk. Modernization can sometimes challenge users’ expertise, informal workarounds they've built, and ways of working they understand. Read what's driving resistance: is it legitimate concern about transition difficulty or data loss, or are people resisting change because the current system works for them (even if inefficiently)? Articulate that clearly so the team can design a solution that transcends this resistance and the transformation lead can approach adoption thoughtfully.

Articulate and compel the vision. Help people see what is possible and build belief in the modernization path. Translate between technical implications, business impact, and operational reality so people at every level understand what they're working toward and why it's worth the short-term disruption. Build belief keeps us moving forward through setbacks.

Set the roadmap. Drive the investment sequencing across the different features within the platform. Ensure we have a healthy balance between near-term value delivery and moving off the legacy domain. Keep tradeoffs and sequencing decisions visible to cross-functional partners and senior stakeholders. Create conditions where all parties can move forward with shared ownership.

Unblock execution. Own the momentum. Stay two steps ahead of everyone else, surfacing dependencies and risks early. When the path forward is unclear, frame the decision, develop viable options, recommend a direction, and bring the right people together to resolve it.

Develop the team. Your core team is a junior PM, who you'll coach on execution and judgment, and a Success Manager/analyst who bridges frontline insights back to the roadmap. This is a lean, high-leverage structure—you're teaching two people to think at the level the work requires. You'll partner closely with the Director of Engineering, who is knowledgeable about the business, technically strong, and eager to collaborate.

This is a genuine peer relationship, not a reporting dynamic. Together you will foster healthy ways of working and cross-discipline collaboration.

PM fundamentals. You know how to empower your team to do the best work in execution, with clear problem statements grounded in the longer-term vision and strategy, complete acceptance criteria, relevant business context, and a prioritization that makes sense. You maintain alignment throughout delivery, keeping documentation current, decisions clear, and scope managed, ensuring implementation solves the problem and meets the target window of opportunity in the travel season.

True trio partnership. You've worked in a strong product trio…