Director of Product Management

The Director of Product Management will architect that engine. You will turn customer insight into prioritized roadmap, prioritized roadmap into shipped value, and shipped value into measurable client outcomes. You will elevate a team of strategic Product Managers and make Informativ's product practice the model the auto-finance industry watches. This is a player-coach role for a leader who is energized by both shaping strategy and shipping it. Your work will directly move our North Star metrics for Product Adoption, Client Experience (MTTI, CSI), and revenue per product line. Strategic Intent You will own the modern Product Lifecycle for Informativ across three connected disciplines: Discovery & Strategy Lead a continuous customer discovery cadence across all five product lines Define and codify the Strategic Intent for each product line tied to dealer and lender outcomes Operate a hybrid Product Framework drawing on Pragmatic Institute (PM / Product Marketing separation) and SVPG / Marty Cagan (Empowered Product Trios), customized for our B2B SaaS portfolio Stand up and run the Effort/Value scoring discipline that governs roadmap requests across AI Initiatives, Billing, Operations, Partnerships/Integrations, Data Analytics, Sales, Client Success, and the ELT Delivery & Execution Lead empowered product teams managing to OKRs and outcomes, not feature checklists Lead the Product Framework as the cross-functional standard adopted across Engineering, QA, Data Engineering, Design, Operations, and Implementations Working manager: spend approximately 40% of your time directly leading and delivering complex, high-impact product initiatives while dedicating the remaining 60% to coaching, developing, and removing obstacles for your team Growth & Optimization Drive customer adoption, retention, and expansion by leveraging product usage data to identify opportunities to increase customer value and business outcomes Partner with Data Engineering to instrument Product Adoption Metrics, Value Dashboards in-product, and Client Business Reviews Iterative lifecycle management: discover, ship, measure, refine Key Responsibilities Elevate Product Managers into Strategic Leaders Coach a team of Product Managers (Credit + Customer Insights; SmartPencil + Data Analytics; Compliance + Informativ Admin) from execution mode into outcome-driven product leadership Reframe how PMs spend their week: from tactical Product Owner and Business Analyst work into true Product Management — customer discovery, market thesis, Go-To-Market rollout, Product Adoption, and Success Metrics Coach PMs in writing crisp Problem Statements, Mature Features, Mature Stories, and Acceptance Criteria — the requirements engineering teams can build against without rework Build a leadership posture that protects PM focus: fewer in-flight initiatives, deeper customer immersion, less drag from reactive support work Coach PMs in adopting modern tools — AI authoring, Jira, and adoption analytics — through both formal training and self-directed learning Build the AI-Augmented Backlog Operating Model Champion AI-augmented authoring of Problem Statements, Features, Stories, and Acceptance Criteria — PMs review and refine, not author from scratch Stand up 3 Amigos co-creation rituals with Engineering Leaders and the QA Manager so acceptance criteria definition is a shared craft Author and own a library of standardized templates for Problem Statements, Features, Stories, and AC that meaningfully accelerate authoring velocity Maintain Sprint+2 backlog readiness across all three product-line charters Drive Process Empowerment Across Product, Engineering, and QA Empowered to change processes, tools, and to correct process friction across Product, Engineering, and Quality Assurance Align with Engineering Leaders and the QA Manager on definition of ready, definition of done, and shared acceptance criteria standards Reduce rework by shifting validation upstream into customer-validated discovery rather than downstream into delivery Own the capacity model and quarterly metrics reporting Lead Go-To-Market and Adoption Excellence Build and operationalize the Go-To-Market and Enablement playbook covering Implementations, Client Success Advisors, Client Support, Sales, and Marketing Establish a launch SOP so every release ships with sales decks, battlecards, FAQs, enablement training, and internal kickoff Define and measure feature adoption within 90 days of launch in partnership with Data Engineering Operate the Executive Cadence Deliver Quarterly Product Reviews to the Executive Leadership Team using hard data from Jira, Salesforce Service, and Product Adoption metrics Own the Effort/Value scoring standard for every roadmap request — turnaround within 10 business days from intake to scored and prioritized Communicate as a peer to the C-suite on outcome, risk, and trade-off; influence with data and customer evidence Re-publish strategic decisions, progress, and alignment regularly — executive context requires steady reinforcement, not one-time delivery What Success Looks Like in Year One Within your first year, you will have delivered: 85%+ sprint commitment delivery rate (Jira) 8+ customer interviews per Product Manager per quarter (CRM + PM logs) 100% of net-new initiatives scored on the Effort/Value matrix (Jira) 60%+ feature adoption within 90 days of launch (Product Adoption metrics) <5% P1/P2 escalation rate per release (Salesforce Service + Jira) 100% of launches ship with a complete Go-To-Market and Enablement playbook 10 business days from roadmap request to scored & prioritized Qualifications & Skills Strategic Product Leadership 8+ years of product management experience, including 3+ years leading Product Managers in B2B SaaS Proven track record of evolving a product organization from feature factory to outcome-driven team Direct experience coaching Product Managers from tactical Product Owner and Business Analyst patterns into strategic Product Management — recognizing that this transition is fundamentally about reshaping time allocation and process discipline, not domain knowledge or technical know-how Comfortable as a player-coach who contributes directly on cross-cutting work while still elevating the team Modern Discovery and Delivery Practice Deep fluency with continuous discovery (Teresa Torres) and Empowered Product Teams (Marty Cagan / SVPG) Expertise designing and operating Effort/Value scoring and outcome-based prioritization at scale Hands-on with AI-augmented product authoring workflows for Problem Statements, Features, Stories, and Acceptance Criteria Demonstrated self-directed learner — adopts new tools and methodologies by exploring and applying first, with formal training as accelerator rather than prerequisite Strong customer interview practice as an individual discipline, not delegated Operational Backbone Has built or evolved a Go-To-Market and Enablement playbook in B2B SaaS — Implementations, Client Success, Client Support, Sales, Marketing Has stood up 3 Amigos co-creation rituals across Product, Engineering, and QA Has established Sprint+2 backlog discipline and capacity modeling for engineering organizations of 20+ Has run a quarterly executive product review cadence using product usage data, escalation data, and adoption metrics Quantitative and Qualitative Discovery Fluent with product analytics, adoption platforms, and in-product instrumentation Comfort partnering with Data Engineering on Product Adoption Metrics, Value Dashboards, and Client Business Reviews Deep empathy for user experience and systemic technical architecture Leadership Style Authoritative yet collaborative — holds product managers to outcome accountability while shielding them from organizational noise; leads Engineering and QA peers through collaborative influence rather than positional authority Adaptive composure — operates with calm flexibility when priorities shift, escalations arise, or strategic decisions require revision; sees changing direction at scale as the work, not as a failure of process Treats every internal stakeholder (Implementations, Client Success, Sales, Marketing, Operations, ELT) as a customer — with the same curiosity, patience, and partnership applied to external clients Empowered to change process, tools, and to surface and correct process friction with Engineering and QA peers — through collaborative dialogue, not unilateral correction Comfortable communicating as a peer to the C-suite Bias toward outcomes over output, data over opinion, and customer truth over internal consensus Informativ is an equal opportunity employer committed to diversity, equity, and inclusion. We welcome applicants from all backgrounds, experiences, and perspectives.