Director of Product

As the Director of Product, you will lead the product organization to move with conviction, speed, and evidence. You are responsible for leading a team of Product Managers, Designers and Product Operations to ensure we are solving high-impact problems and building the leanest, most impactful solutions for our customers and the business.

You will act as the primary strategic force for the executive team, front-running strategy and managing stakeholder expectations, owning the tactical translation of strategy into a coherent, high-velocity roadmap, so that the roadmap remains proactive, data-driven, and aligned with our commercial goals. Your goal is to be a "Player-Coach" who deep-dives into the domain with PMs to ensure excellent execution habits. You are the final gatekeeper who resolves blockers and scope disputes before they ever reach the CEO or CPTO, which will provide you and the teams with a level of autonomy in which to thrive.

You drive efficiency through an AI-First approach, while embracing SVPG style experimentation and pragmatic execution, and inject these principles into your teams. This allows you to closely align with the Director of Engineering and make Dual Track Agile a standard across the organization.

Key Responsibilities:

1. Elevating Product Discovery & Conviction

• Advancing Empowered Squads: You will work to continually increase the level of empowerment within our squads. Moving beyond execution, you coach PMs to take deeper ownership of business outcomes, ensuring they are positioned to solve complex problems rather than just deliver features.
• Continuous Discovery: You own the standard for modern discovery. You ensure squads are in constant contact with users to (in)validate hypotheses before significant engineering resources are committed.
• Bias to Action with Knowledge: You move with high urgency but high conviction. Decisions must be rooted in user insights and market data, ensuring we are always "building the right thing."

2. The Product-Engineering Partnership (Dual-Track Agile)

• Strategic Duo: You work in a tight, peer-level partnership with the Director of Engineering to lead the "R&D engine." Together, you are responsible for the total health, culture, and output of the R&D organization.
• Discovery vs. Delivery Alignment: While you own the Discovery Track (validating value and usability), you collaborate daily with the Director of Engineering, who owns the Delivery Track (feasibility, scalability, and execution). You ensure these two tracks are synchronized and never siloed.
• Resource & Trade-off Management: You partner with Engineering leadership to manage capacity. You lead the difficult conversations regarding trade-offs between new feature discovery, technical debt, and maintenance, ensuring the business is always focused on the highest ROI activities.

3. Executive Communication & Stakeholder Management

• The "Final Answer": You are the primary gatekeeper for the product roadmap. You provide clear, definitive "Yes/No" decisions to executive stakeholders underpinned with knowledge of our customers and the necessary trade-offs.
• Vacuum Prevention: You identify misalignments early and resolve them across all swimlanes of the business.
• Commercial Realism: You translate high-level business goals (Retention, Revenue, Strategic Growth) into actionable priorities while aligning with the company’s core Key Results and Business Objectives.

4. Operational Excellence & People Leadership

• Product Operations Mastery: You view Product Ops as a strategic lever. You standardize discovery documentation and research databases across the organization to create a transparent, low-friction environment.
• Outcome Accountability: You manage the Product Scorecard and Rolling Roadmap. These must be high-integrity, automated "Sources of Truth" providing executive-level visibility.
• Radical Candor: You practice direct challenge combined with personal care. You are responsible for raising the "Product IQ" of your team—coaching PMs to think like owners and act with strategic independence.

5. Product Advocacy & Representation

• Product Voice to the Company: Serve as the primary representative of the Product organization in company-wide meetings (All Hands, Town Halls). You must be able to translate complex technical roadmaps into compelling narratives that inspire and align the entire business.
• Evangelizing the Vision: Actively advocate for the "Why" behind our product strategy. You ensure that Sales, Marketing, and Customer Success clearly understand our product direction, value propositions, and upcoming releases.
• Presentation Excellence: You possess elite presentation skills, utilizing the Pyramid Principle to deliver high-impact, succinct, and visually clear updates to both internal and external audiences.

6. Aggressive Scope Management & Lean Execution

• The "Slicer": You coach PMs to avoid "heavyweight" features. You have a relentless focus on building the leanest possible MVP, MSP, CMF, ILS solutions based on the need or pain. If a solution is over-scoped, you are the one who cuts it back to the core value.
• Pushback & Scrappiness: You teach PMs to find their “appetite” for investment into a solution and how to find "cheaper" ways to validate hypotheses. You empower them to push back on high-effort requests by proposing creative, lower-cost alternatives.
• Deep-Dive Problem Solving: You don’t stay at the surface. You sit with PMs to help them deeply understand core user problems to avoid building "to cover all bases" and relentlessly focus on solving the actual customer pain.