Product Manager job description

Product management — Product Manager
Owns a product area end to end with day-to-day autonomy.

RESPONSIBILITIES
- Build and defend a roadmap for a product area, trading off competing requests against strategy and capacity.
- Run a discovery conversation with users or stakeholders, capture what they said, and separate the problem from an assumed solution.
- Gather user and stakeholder input yourself, decide when you have enough evidence to act, and use it to shape a small decision.
- Build a basic sizing model from usage or market data with some support, and flag when the inputs are too weak to trust.
- Turn a competitor scan into a short written summary that names what changed and why it might matter.
- Run the feedback loop for your product.

REQUIREMENTS
- Experience at the Associate Product Manager level (level 1 of 5) or equivalent
- Holds Certified Scrum Product Owner (CSPO)

REQUIRED SKILLS
Discovery
- Problem Discovery and Framing — You can run a discovery conversation with users or stakeholders, capture what they said, and separate the problem from an assumed solution.
- Applying User-Centered Insights — You can gather user and stakeholder input yourself, decide when you have enough evidence to act, and use it to shape a small decision.
- Opportunity Sizing — You can build a basic sizing model from usage or market data with some support, and flag when the inputs are too weak to trust.
- Competitor and Market Analysis — You can turn a competitor scan into a short written summary that names what changed and why it might matter. You spot when a rival ships something that touches your roadmap and flag it without being asked.
- 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 work with others to draft a strategy for a product area, setting out the value and outcomes it is meant to deliver.
- Product Roadmap Prioritization — You can build and defend a roadmap for a product area, trading off competing requests against strategy and capacity.
- Product Life Cycle Management — You can carry out the work a life-cycle phase calls for, such as a beta plan or a deprecation notice, once someone has set the direction. You flag when a product is being run as if it were in an earlier phase.
- Business Case and ROI Justification — You can write a business case to an existing template, showing expected cost, expected benefit and the assumptions behind both. You name the assumption you are least sure of instead of hiding it in a total.

Product Delivery
- Specification and Acceptance Criteria Writing — You can write specifications for ambiguous or cross-team features that include privacy, security and regulatory acceptance criteria, and catch missing edge cases before a developer does.
- Agile and Lean Delivery Practices — You can run the basic ceremonies for your team and make the team current work visible to everyone on it.
- Backlog Refinement and Sprint Facilitation — You can own the backlog for your team end to end and run planning and review so the team leaves with a clear commitment. You cut scope mid-sprint when it is obvious the whole thing will not land.
- Technical Feasibility Collaboration — You can take an idea into a technical discussion and come out with the rough options and what each would cost. You involve engineers while the requirement can still change, not after it is fixed.
- Design Collaboration and UX Feedback — You can run design collaboration for your product, choose between several directions, and say what the product will deliberately not do. You defend the chosen direction to stakeholders once it is settled.

Analytics & Growth
- Product Outcomes and Metrics — You can define a success metric for a small feature and record its baseline before release, with a data colleague checking the definition.
- Experiment Design and Interpretation — You can design a simple A/B test with a clear hypothesis and success metric, with a colleague checking the design before it ships.

Leadership & GTM
- Pricing and Packaging Input — You can propose which tier a new feature belongs in, using stated packaging principles, and get it checked before it ships.
- Launch and Go-to-Market Coordination — You can write the launch plan and release notes for a small feature after confirming readiness with engineering, support and marketing.
- Cross-Functional Stakeholder Alignment — You can communicate with your stakeholders regularly, tailor the message to each one, and explain a decision using evidence rather than opinion.
- Executive and Board Communication — You can prepare the figures and slides a senior update needs and get them checked before they go out. You stick to what you can support rather than filling the gaps with guesses.
- Product Team Leadership and Coaching — You can help a newer product manager find their way around the tools, the rituals and the stakeholders. You are still being coached yourself rather than coaching anyone.
- Cross-Team Portfolio Management — You can keep the shared view of what each team is working on accurate, and flag overlaps you notice. Someone more senior resolves the conflicts you surface.

Delivery
- Project Management — You can organize a small piece of work into steps, put them in a sensible order, and finish it by the date you agreed, raising problems before they cause a delay.
- Planning & Estimation — You can estimate your own work with reasonable accuracy and keep a steady enough pace that other people can plan around you.
- Ownership & Accountability — You can pick up a problem that has no obvious owner and make yourself accountable for it, including the parts nobody enjoys.
- Quality Focus — You can define what good enough means for a project, put checks in place to show it has been met, and hold work back when it falls short.

Craft
- Problem Solving — You can break a large, ambiguous problem into pieces and weigh the options for each against the evidence.
- Domain Expertise — You can work confidently with the tools and methods your team uses daily, and you can explain how your work serves the team's goals.
- Continuous Learning — You can pick up an unfamiliar area fast enough to be useful in it, and you turn what you learned into something others can reuse.

Communication
- Communication — You can explain a complex topic to people with very different backgrounds, adjusting the detail to the audience without talking down to them.
- Collaboration — You can build working relationships beyond your own team and get things done through people who do not report to you.
- Writing & Documentation — You can write for a defined audience, whether a proposal, a policy, a report, or a decision record, and make the reasoning as clear as the conclusion.
- Stakeholder Management — You can identify who is affected by your work and keep them updated at a level of detail and a frequency that suits them.

Leadership
- Leadership — You can spot a problem and propose a way forward unprompted, and you take a small leading role such as running a working group.
- Mentoring — You can help someone new settle into your team's work, answer their questions patiently, and give feedback specific enough to act on.
- Strategic Thinking — You can connect your team's work to its goals and question a task that does not appear to serve them.

REQUIRED CERTIFICATIONS
- Certified Scrum Product Owner (CSPO) (required from Product Manager)