Lead Product Manager, Juniper Square

• 8+ years of experience as a product manager or in a similar role, with at least 5 years on technical platform, data or infrastructure products
• Demonstrated experience owning horizontal shared capabilities used by multiple teams, with a focus on driving adoption
• Demonstrated experience working on technically complex solutions, finding clean and enduring designs for these problems that scale
• Exceptional oral and written communication skills, and comfort explaining complex technical concepts to a wide range of stakeholders within and outside the R&D organization
• Track record of operating with high autonomy in ambiguous scope

Desirable

• As Juniper Square's R&D organization grows globally, we're adding senior technical product leaders. We're looking for an experienced product manager who does well in technically complex problem spaces that cut across teams
• In this role, you will own capabilities that benefit teams across the company, where reaching our business goals depends on cross-functional collaboration and leadership. You'll shape the vision, turn it into a roadmap, and drive adoption across the organization, while holding a high bar for quality and security. You'll own a business or product domain end to end, with direct impact on Juniper Square's growth
• You'll bring a product mindset to everything you own and operate autonomously in a fast-growing, global R&D organization. In line with our values, you'll bring first-principles thinking to your domain and put clients first in every decision. You should be comfortable taking an active part in technical discussions and be curious about technical topics. Many people come to this role after working as engineers, but that isn't required
• We'll decide your specific area during the interview process, based on your experience and business priorities
• Lead a large, technically complex product area: define success, prioritize problems and set strategy with the wider company in view
• Identify the most significant near- and long-term opportunities in your area, and build consensus on how to sequence them against engineering capacity, risk and business priorities
• Treat shared capabilities as first-class internal products, with clear documentation and a path teams can adopt instead of building their own
• Set adoption and reliability expectations, and track how consistently teams build on shared capabilities
• Bring tradeoffs such as build versus buy, technical debt and sequencing into architecture discussions with engineering leadership
• Research and benchmark industry practices and new technology, including AI, and turn the findings into strategy
• Build and maintain feedback channels with stakeholders inside and outside R&D, and use that input to prioritize
• Define success metrics, track KPIs, and adjust strategy as you learn and as conditions change
• Lead by influence: inspire other teams with your technical vision, earn their trust and drive adoption