Director of Product

At SupplyHouse.com, we value every individual team member and cultivate a community where people come first. Led by our core values of Generosity, Respect, Innovation, Teamwork, and GRIT, we’re dedicated to maintaining a supportive work environment that celebrates diversity and empowers everyone to reach their full potential. As an industry-leading e-commerce company specializing in HVAC, plumbing, heating, and electrical supplies since 2004, we strive to foster growth while providing the best possible experience for our customers.

We are looking for a Director of Product to own our product operating model end to end: the practice of product management, the delivery engine that gets work shipped, and the annual roadmap that connects both to company strategy. Reporting into our COO, this individual will lead a team of Product Managers embedded in cross-functional pods and hold those pods accountable for measurable customer and business outcomes. The Director of Product will work in close partnership with the VP of IT, Senior Manager of UX, Director of Enterprise AI Adoption, and business leaders to connect customer needs, business priorities, technical strategy, and execution.

If you’re passionate about building high-performing product organizations, enjoy turning strategy into action, and are excited to lead cross-functional teams in delivering product experiences that are strategically sound, technically feasible, thoughtfully designed, and impactful for customers and the business, we want to hear from you!

This remote position is open to individuals who live in, or are open to relocating to, the following states: Arizona, Delaware, Florida, Georgia, Kentucky, Nevada, New Jersey, New York, North Carolina, Ohio, Rhode Island, South Carolina, Tennessee, Texas, Virginia, and Washington.

This position requires travel to our headquarters in Melville, NY 6 times per year for internal meetings and team building activities. We reimburse reasonable and necessary travel expenses, and you’re also welcome to work on-site anytime beyond these visits – our doors are always open.

What you will own:

• Accountability across the pod structure
  • Pod ownership. Own outcome accountability for every product pod, ensuring each has a clear mission, a primary success metric, and explicit guardrail metrics.
  • Decision rights and shared accountability. Establish clear decision rights across Product, UX, and Engineering. Product leads customer problem definition, business outcomes, prioritization, and roadmap decisions; UX leads research and experience design; Engineering leads technical architecture and implementation. Hold each trio jointly accountable for delivering measurable outcomes, with unresolved tradeoffs escalated and decided quickly.
  • Cross-pod seams. Resolve cross-pod dependencies, sequencing conflicts, and platform-versus-feature tradeoffs before they become delivery risk.
  • Operating cadence. Define and maintain the standards that make pods legible to leadership: how bets are written, how success is defined up front, how results get reported, and what happens when we need to pivot.
• Leading and developing product managers
  • People leadership. Directly manage and coach a team of product managers with clear leveling expectations and honest, specific feedback.
  • Craft development. Build Product Management craft across discovery and delivery: opportunity framing, jobs-to-be-done and customer problem definition, hypothesis writing, experiment design, and evidence-based prioritization.
  • Hiring. Recruit, onboard, and retain strong product talent. Own the hiring bar and the interview loop for the function.
  • Influence without authority. Coach Product Managers to lead through influence across Merchandising, Marketing, Operations, Customer Service, and Engineering without relying on formal authority.
• Managing to outcomes, not outputs
  • Outcome definition. Translate company strategy into a product strategy with a north star metric and a supporting metric tree, so every pod can trace its work to a business result.
  • Measurement. Replace feature-count reporting with outcome reporting: leading and lagging indicators, target versus actual, and a clear read on what we learned.
  • Continuous discovery. Partner with the Director of Customer Experience to establish a consistent customer research and usability practice across product teams, validate bets before they consume significant engineering capacity, and stop or pivot work that is not moving the intended metric.
  • Evidence-based prioritization. Ensure prioritization reflects qualitative customer insight, behavioral data, business performance, and operational feedback rather than stakeholder preference alone.
  • Customer proximity. Build direct exposure to professional tradespeople and internal users into the product management operating model.
  • Portfolio balance. Manage capacity as a portfolio of bets across core growth, platform health, and exploratory work, and be able to defend that allocation to the executive team.
• Roadmap ownership
  • Annual roadmap. Build and publish the annual product roadmap, then maintain it as a living now / next / later view rather than a fixed feature calendar with dates attached to everything.
  • Quarterly planning. Run the quarterly planning process: OKR setting, bet selection, capacity modeling, and tradeoff decisions with clear rationale.
  • Executive alignment. Keep the roadmap credible with senior leadership and the board through clear, unhedged communication about what is committed, what is a bet, and what changed.
  • Backlog health. Maintain a rigorously prioritized backlog with a real definition of ready and definition of done, so pods are never blocked on ambiguity.
• Project management and delivery
  • Integrated planning. Ensure significant initiatives have clear scope, milestones, owners, dependencies, resource assumptions, risks, decision points, and launch criteria.
  • Risk management. Establish a consistent process for identifying, escalating, and resolving delivery risks before they affect committed outcomes or timelines.
  • Delivery accountability. Hold product managers accountable for maintaining clear plans, decisions, status reporting, and stakeholder alignment from discovery through post-launch evaluation.
  • Cross-functional execution. Coordinate dependencies across Product, IT, UX, AI Enterprise Enablement, Marketing, Merchandising, Operations, Customer Service, and other impacted teams.
  • Commitment discipline. Differentiate committed work from discovery, experiments, and potential future investments so leadership has an accurate view of delivery confidence.
  • Change management and adoption. Ensure significant product launches include stakeholder communication, training, operational readiness, adoption planning, and feedback mechanisms. Hold product teams accountable for sustained adoption and value realization, not only technical release.
  • Post-launch accountability. Require adoption, performance, customer feedback, operational impact, and lessons learned to be reviewed after launch.
  • Delivery health. Measure and improve delivery health through indicators such as cycle time, throughput, and predictability.
  • Process stewardship. Improve the tools and operating rhythms that make delivery visible, while removing process that does not improve decisions, accountability, or execution.
• Technical product leadership
  • Partner with the VP of IT and engineering leaders to align the product roadmap with technical strategy, architecture, capacity, security, reliability, scalability, and platform health.
  • Ensure product managers can translate business and customer needs into requirements that account for system dependencies, integrations, data flows, APIs, and nonfunctional requirements.
  • Evaluate build, buy, and partner options using customer value, business impact, technical feasibility, implementation risk, total cost, and long-term maintainability.
  • Balance customer-facing enhancements with platform modernization, technical debt reduction, system reliability, and foundational capabilities.
  • Ensure technical constraints and dependencies are surfaced early enough to inform prioritization, sequencing, and executive decisions.
  • Establish strong partnership between product managers and technical leads without expecting product managers to dictate engineering solutions.
• AI-enabled product strategy
  • Partner closely with the Director of AI Enterprise Enablement to identify, evaluate, and prioritize AI opportunities across customer-facing products and internal workflows.
  • Translate validated AI opportunities into product roadmaps with clear users, business outcomes, success measures, data requirements, and adoption plans.
  • Ensure AI-enabled product decisions consider usability, data quality, security, responsible-use expectations, technical feasibility, and ongoing performance.
  • Distinguish between experimentation and scalable production capabilities, with clear criteria for piloting, measuring, expanding, or discontinuing AI solutions.
  • Promote reuse of enterprise AI capabilities and prevent fragmented tools or duplicative solutions from developing across product teams.
• Data and analytics
  • Product measurement. Establish the analytics, instrumentation, and reporting needed to evaluate product adoption, customer behavior, operational impact, and business results.
  • Measurement readiness. Partner with data and technical teams to ensure product decisions are based on reliable information and that measurement requirements are defined before launch.

What you bring:

• A Bachelor’s degree in Business, Computer Science, Information Systems, Engineering, Economics, Data Analytics, or a related field, or an equivalent combination of education and relevant professional experience. MBA or other relevant advanced degree preferred.
• 10 or more years of experience in product management, including 4 or more years of experience directly managing Product Managers. Experience managing managers is a plus.
• A track record of owning a business metric, not just a backlog. You can point to specific outcomes you moved and explain how you knew.
• Demonstrated technical fluency across e-commerce platforms, APIs, integrations, data flows, enterprise systems, and platform dependencies. You do not need to be an engineer, but you must be able to evaluate technical tradeoffs and earn credibility with engineering leaders.
• Experience leading complex, cross-functional programs involving Product, Engineering, UX, Data, and business stakeholders.
• Experience operating in a pod, squad, or cross-functional team model and establishing clear decision rights and shared accountability across functions that do not report through the same leader.
• Strong understanding of user research, experience design, analytics, experimentation, and product adoption.
• Experience evaluating and scaling AI-enabled products or emerging technology capabilities preferred.
• Experience balancing customer-facing product investments with platform health, technical debt, security, reliability, and scalability.
• Strong product delivery and program leadership. You have led complex initiatives from discovery through launch and adoption, can establish appropriate delivery discipline, and know when process is enabling progress versus creating unnecessary overhead.
• Demonstrated ability to introduce product and delivery discipline without creating unnecessary process or slowing execution.
• Executive communication skills. You can hold a room with senior leadership, defend a tradeoff with evidence, and say no clearly and respectfully.
• Comfort with ambiguity and a bias toward shipping and learning over waiting for certainty.
• E-commerce, marketplace, or B2B distribution experience preferred. Familiarity with trade or industrial customers is a plus.