Product Strategy & Roadmap - Own the product roadmap across the Industrial portfolio — not as a backlog manager but as a strategic owner who can say no, sequence for compounding impact, and connect features to revenue and retention outcomes.
- Define product positioning for each platform relative to incumbents — understand where we win, where we are vulnerable, and what needs to change to shift those dynamics.
- Partner with the Functional Architect to ensure new capabilities are built on a coherent domain model, not as isolated feature additions.
- Run structured discovery: user interviews with distributors, field technicians, fleet operators, and sales teams. Synthesise findings into product decisions, not just requirements documents.
- Own the 0→1 product bet when new capabilities are needed — define scope, validate early, ship iteratively.
| Delivery & Stakeholder Ownership - Work closely with engineering leads to translate strategy into well-scoped epics and sprint-ready stories — raise the quality of requirements so engineering can move fast without constant clarification.
- Own product metrics across the Industrial portfolio: feature adoption, workflow completion rates, time-in-workflow, NPS by user type, and retention.
- Engage directly with enterprise clients — distributors, field service operators, fleet managers — to validate product direction, close feedback loops, and build relationships that improve renewal rates.
- Maintain competitive intelligence across direct competitors in each product area: GorillaDesk, ServiceTitan, Jobber (field service); NetSol, Prospect (B2B e-commerce); Vendavo, Zilliant (pricing).
- Present roadmap direction to internal stakeholders and external customers with clarity and conviction — including when the answer is 'we are not building that.'
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