Group Product Manager job description

Product management — Group Product Manager
Coordinates strategy and delivery across several product teams.

REQUIRED SKILLS
Discovery
- Problem Discovery and Framing — You can lead discovery across a whole product area, reframe a problem that several stakeholders disagree about, and decide when discovery is done enough to commit.
- Applying User-Centred Insights — You can advocate for research across every user group a product touches, and help other teams choose the right method for the insight they need.
- Opportunity Sizing — You can compare and rank several competing opportunities on a consistent sizing basis, and defend the ranking under budget pressure.
- Competitor and Market Analysis — You can run market analysis for your own product unprompted and use it to argue for or against a roadmap item. You separate a competitor feature that genuinely threatens you from one that only looks impressive.
- Customer and Sales Feedback Loops — You can run the feedback loop for your product: you decide what gets captured, go back to the people who reported it, and use the themes in roadmap arguments. You notice when loud sales requests do not match usage data.

Strategy & Roadmap
- Product Strategy and Vision — You can set strategy across several related products, and get stakeholders with competing priorities to align behind it.
- Product Roadmap Prioritisation — You can sequence a roadmap across several interdependent teams, and resolve a prioritisation conflict between two credible cases.
- Product Life Cycle Management — You can steer a product through an awkward transition, including retiring one that customers still pay for, with a migration path they accept. You set the evidence that says a product has moved phase.
- Business Case and ROI Justification — You can make the case for an investment whose return is uncertain or slow to arrive, and set out what would prove it wrong. You survive finance pulling the model apart because the assumptions are all on the page.

Product Delivery
- Specification and Acceptance Criteria Writing — You can set the specification standard your team writes to, and rescue a spec that shipped the wrong thing because it was unclear.
- Agile and Lean Delivery Practices — You can coach several teams in Agile and Lean practice, and tailor the approach as each team context changes.
- Backlog Refinement and Sprint Facilitation — You can keep a backlog healthy when several teams and dependencies feed it, and keep planning useful when priorities move mid-quarter. You are the one who notices that a well-groomed backlog is aimed at the wrong outcome.
- Release and Launch Management — You can run a launch with many moving parts, such as pricing changes, data migration or partners, and keep every group working to one plan. You decide what ships behind a flag and what gets announced.
- Technical Feasibility Collaboration — You can work through feasibility on ambiguous, high-risk work and reshape the product idea until it fits what can actually be built. You take on technical debt deliberately, with the repayment agreed rather than implied.
- Design Collaboration and UX Feedback — You can hold the product line on a hard trade-off between what users want and what the business can carry, and keep design trusting the process. You are who designers come to when the user need and the goal pull apart.

Analytics & Growth
- Product Analytics and Metrics Definition — You can set the metrics framework for a product line, and catch a metric that is being gamed or has stopped measuring what it claims to.
- Experiment Design and Interpretation — You can set the experimentation standard for a product area, and stop a team from shipping a result that is not actually significant.
- Growth and Retention Metrics — You can choose the metrics that matter for your product, run experiments against them, and act on the result. You can tell a real retention gain from a number lifted by a one-off campaign.

Leadership & GTM
- Pricing and Packaging Input — You can lead a repackaging or pricing change across a product line, coordinating with sales, finance and legal on the transition.
- Go-to-Market Coordination — You can run go-to-market for a major product launch across multiple teams, and decide what gets cut when the timeline is at risk.
- Cross-Functional Stakeholder Alignment — You can hold long-term relationships across an organisation, and manage a stakeholder whose expectations are actively working against the product.
- Executive and Board Communication — You can carry a difficult message to the board, such as a missed plan or a change of strategy, with the options and your recommendation attached. You keep the room on the decision rather than on the blame.
- Product Team Leadership and Coaching — You can build a product team: hire for it, grow people into larger roles, and act when someone is in the wrong seat. You are judged on the quality of the decisions your team makes without you in the room.
- Cross-Team Portfolio Management — You can hold a portfolio of related products to one strategy and settle resourcing arguments between teams that all have a fair case. You stop a team building something a neighbouring team already owns.

Delivery
- Project Management — You can run work spanning several teams, negotiate scope and sequencing with their owners, and maintain one shared plan that all of them actually use.
- Planning & Estimation — You can estimate work spanning several teams, name the assumptions each figure rests on, and re-cut the plan as those assumptions break.
- Ownership & Accountability — You can hold accountability for outcomes delivered mostly by other people, absorbing the blame when it fails and passing on the credit when it works.
- Quality Focus — You can design the quality practice for complex work owned by several teams, and you anticipate the failure modes that only appear once systems interact.

Craft
- Problem Solving — You can solve problems in domains where you are not the expert, and your solutions hold up on cost, performance, and maintainability at once.
- Domain Expertise — You can bring in practice from outside the organisation and make it work here, and your judgement demonstrably improves the projects you touch.
- Continuous Learning — You can judge which new ideas are worth the team's time and which are not, and you make room for the people around you to learn too.

Communication
- Communication — You can bring disagreeing groups to a shared understanding, and colleagues come to you for help framing a difficult or sensitive message.
- Collaboration — You can align teams with competing priorities on a common goal, surfacing the conflict early instead of letting it harden into resentment.
- Technical Writing — You can own the documentation of a large project, coordinating contributions so the work can be maintained by people who never built it.
- Stakeholder Management — You can hold senior and external relationships, negotiate between competing demands, and deliver unwelcome news without losing trust.

Leadership
- Leadership — You can lead across team boundaries, build the credibility that makes people follow you by choice, and create room for others to lead.
- Mentoring — You can develop other mentors, coach people through career decisions rather than tasks, and lift the capability of a whole team.
- Strategic Thinking — You can set direction for an area, choose deliberately what not to do, and defend that choice when it is challenged.

REQUIRED CERTIFICATIONS
- Certified Scrum Product Owner (CSPO) (required from Product Manager)
- Professional Scrum Product Owner I (PSPO I) (required from Product Manager)
- Pragmatic Certified Product Manager (required from Senior Product Manager)