End to end product ownership: From discovery to delivery. You set the strategy, write the vision, define what gets built, and hold yourself accountable to the outcomes. The product is yours.
P&L accountability: You think like a GM. Revenue, margin, loss ratio, and growth are all your responsibility. You know where your numbers are going and why, and you act on it without being told.
Squad leadership: You lead a small number of growth focused squads directly. You set direction, remove blockers fast, and build a team that feels like they are building something that matters.
Cross-functional influence: Central platform teams are a shared resource. You need to win prioritisation through clarity, credibility, and a compelling case. You are persuasive without being political.
Customer and market insight: You spend time in your vertical’s world. You understand operator economics, the problems your customers face day to day, and what would genuinely make their lives better. You bring real insight, not research summaries.
Requirements
Product taste and outcome orientation. Strong instincts for what is right for the customer. Manages to goals not outputs. Pushes back on roadmaps that do not connect to metrics that matter.
Commercial fluency. Comfortable owning a P&L conversation. Can spot where value is leaking and prioritise accordingly. Finance does not intimidate you.
Data depth. Forms hypotheses, designs experiments, and goes deep in funnel metrics and conversion data. Not a passenger in an analytics meeting.
Technical confidence. Earns engineering respect. Understands trade offs, has opinions on build vs buy, and can write a sharp spec. Does not need to have been an engineer, but cannot be hand wavy about how things get built.
Narrative and vision. Can write a compelling one pager, rally a squad around a north star, and sell it upward to exec and board level. Communication is a superpower.
People leadership. Gives clear, honest feedback. Creates the conditions for their team to do their best work.