Director of Product Management

About This Role

This leadership role involves owning the strategy, outcomes, and people within one of the company's product pillars. The Director will set the direction for their team, develop product talent, and ensure the team's work aligns with company-wide goals. It combines hands-on team leadership with pillar-level strategy, working closely with peers across Product, Engineering, and the broader business.

Responsibilities

• Take full ownership of your team's outcomes: adjust strategy, roadmap, or process proactively when results aren't tracking, and spot diminishing returns before they bite
• Define clearly what your team should focus on, why the investment matters, and what outcomes Usercentrics can expect
• Contribute meaningfully to pillar-level strategy and connect your team's work to the priorities of the management team
• Identify novel areas of investment that advance the product vision, and build the case for new strategic initiatives
• Set and uphold high standards for specification, delivery, and quality across your team, reviewing and shaping key product work
• Make the tough trade-off calls between projects and investment areas to maximize the value your pillar delivers
• Build and maintain best practices for specification, delivery, and quality, and hold your team accountable for outcomes
• Anticipate your team's resourcing, skills, and tooling needs based on the roadmap ahead, and act before gaps become blockers
• Align market insight across teams and pillars, grounding strategy in a deep understanding of customer needs, competitive dynamics, and market opportunity
• Partner closely with engineering leadership to align technical strategy and address cross-functional challenges
• Lead cross-team efforts to address industry trends and regulatory challenges, ensure compliance across product areas, and help position Usercentrics as an industry leader
• Make sure your team has the data, user feedback, and market insight it needs to make informed decisions, and use that data to set and communicate quarterly goals
• Coach your product managers to use data and customer insight to shape recommendations and roadmap direction, not just to report on results
• Strengthen the relationship between PMs and design, and push for design that keeps pace with how AI is changing product experiences, not just how it's changing engineering
• Identify strengths and development areas for each team member, and proactively close skills gaps across the team
• Manage your team's careers, not just their performance, and look for opportunities to help them grow into product leaders
• Build and maintain strong stakeholder relationships across the company, keeping key partners informed and avoiding last-minute surprises
• Influence prioritization and resourcing decisions at the pillar level, and ensure your team's progress has visibility and support at the VP level