Vice President of Product Management, Alteryx

• Led product management teams where the quality of the experience was the product’s advantage, and can say what you rejected to protect it
• Delivered results inside your first year in a senior role, in an organization that was already running
• Been accountable for a number and a transformation at the same time
• Shipped products that won competitive deals — you can point to new-logo growth or expansion you materially influenced
• Shipped and measured a production AI feature, and can describe what you evaluated and what you killed because it demoed well and failed in production
• Owned commercial outcomes for a portfolio — pricing, packaging, or the investment case
• Led as a leader of leaders, with credibility at executive level across functions

Desirable

• Alteryx is searching for a VP, Product Management. This position is remote-friendly; collaboration with engineering, UX, and PM teams in the U.S., Australia, Prague, and India is expected
• AI doesn’t know how your company runs finance operations. Neither does your data platform. The context that makes AI useful inside an enterprise — the business logic, the exceptions, the way this company actually does this work — lives in Alteryx workflows, across finance, retail, supply chain, and beyond
• That context is also what makes AI credible. Enterprises stall at the same wall every time: nobody can tell whether the answer is right, why it came out that way, or who is accountable if it isn’t. Analysis has to be trusted, understandable, and auditable before an organization will let it run the business, and the workflow is where that accountability lives
• We’re now embarking on the next phase of the story: reimagining the product for an AI-first era. Analysts should be able to describe a business problem and get it solved. Their analysis and their workflows should become the backbone of the agentic systems running inside their business
• We’re looking for a Vice President of Product Management to make that real. You’ll report to the Chief Product Officer as a core member of the product leadership team, with executive sponsorship for the mandate and the latitude to shape both the organization and the strategy around what you learn
• We know where we want to go
• We need someone to get us there quickly, and to keep the destination honest as the ground shifts
• In the first year that means movement on what product can actually move — evaluation win rate, activation, time-to-first-outcome, POC conversion — and shipped proof rather than slideware
• In the second it shows up in new business and in expansion within existing customers
• Throughout, the current business stays healthy while it is reshaped for an AI-first, data-platform-first future
• This role suits someone who arrives with a high bar, gets to conviction fast, and is measured by what reaches customers
• Sharpen the Vision and Land It: Bring the original thinking that keeps our direction right as the market moves, and convert it into a sequenced plan with real tradeoffs — one engineers want to build, sellers can sell, and customers recognize as true
• Hold the Bar on the Experience: Be accountable for what it feels like to use Alteryx — onboarding, first-run, and the everyday analyst workflow. Set the standard with Design, and hold it when schedules get tight
• Grow New and Existing Business: Own the product side of competitive evaluations — first-run, time-to-first-outcome, trial and POC success — and the expansion path that turns a first workflow into an enterprise footprint. Work with Sales, SE, and Marketing on why deals go the way they do, and close the gaps
• Own the Business: Act as the business owner for your portfolio: shape pricing and packaging, make the case for investment, and be accountable for the commercial outcome, not just the release
• Know the Market and the Customer: Develop first-hand understanding of the competitive field and where buyers are actually headed. Spend real time with prospects and non-customers, not just advocates
• Operate on Evidence: Instrument the product and define the metrics that matter. Build a culture where hypotheses get tested rather than debated
• Build the Team: Lead and mentor a team of Directors and Product Managers, developing both managers and senior individual contributors, with a culture of customer obsession, evidence, and pace
• Build the Coalition: Partner with Design, Engineering, Marketing, Sales, SE, and CX to deliver a complete experience, not a set of features. Present to the ELT monthly and support quarterly board preparation