Group Product Manager job description

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

RESPONSIBILITIES
- Carry a difficult message to the board, such as a missed plan or a change of strategy, with the options and your recommendation attached.
- Build a product team: hire for it, grow people into larger roles, and act when someone is in the wrong seat.
- Hold a portfolio of related products to one strategy and settle resourcing arguments between teams that all have a fair case.
- Lead discovery across a whole product area, reframe a problem that several stakeholders disagree about, and decide when discovery is done enough to commit.
- Advocate for research across every user group a product touches, and help other teams choose the right method for the insight they need.
- Compare and rank several competing opportunities on a consistent sizing basis, and defend the ranking under budget pressure.

REQUIREMENTS
- Experience at the Senior Product Manager level (level 3 of 5) or equivalent
- Holds Certified Scrum Product Owner (CSPO) and Pragmatic Certified Product Manager

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-Centered 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 write a strategy that sets out which outcomes the product will deliberately not pursue, and the evidence that would make you revisit that choice.
- Product Roadmap Prioritization — You can sequence a roadmap across several interdependent teams, and resolve a prioritization conflict between two credible cases.
- Product Life Cycle Management — You can steer a product through a hard transition, such as retiring one customers still pay for, and set phase-exit criteria that include privacy, security and regulatory checks.
- 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, keep planning useful when priorities move mid-quarter, and spot when a well-groomed backlog targets the wrong outcome.
- 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 explain the decision so designers can act on it.

Analytics & Growth
- Product Outcomes and Metrics — 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.

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.
- Launch and Go-to-Market Coordination — You can run go-to-market for a major launch with pricing changes, data migration or partners, and decide what is cut or held behind a flag when the timeline is at risk.
- Cross-Functional Stakeholder Alignment — You can hold long-term relationships across an organization, 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 neighboring team already owns.

Delivery
- Project Management — You can keep several people's work in step across teams, agree priorities and hand-offs with them, and keep one shared task list that all of them actually use.
- Planning & Estimation — You can estimate work that spans several teams, name the assumptions behind each figure, and rework the plan when those assumptions break.
- Ownership & Accountability — You can hold accountability for outcomes delivered mostly by other people, taking the blame when it fails and passing on the credit when it works.
- Quality Focus — You can set how quality is checked on complex work shared by several teams, and you spot the problems that only appear where their pieces meet.

Craft
- Problem Solving — You can make the call on a problem outside your expertise and explain its cost, time and risk.
- Domain Expertise — You can bring in good practice from outside the organization and make it work here, and your judgment clearly improves the work 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 agreement on the facts and the next steps, and help colleagues frame 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.
- Writing & Documentation — You can own the documents behind a large piece of work, coordinating contributions so that people who were not involved can carry it on.
- 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)
- Pragmatic Certified Product Manager (required from Senior Product Manager)