T-World, Product Manager

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The Product Manager is accountable for the full execution arc within a defined product area from the first customer insight to the last business metric. This is not a role that waits to be told what to build. The PM brings a clear point of view on approach, grounds every decision in customer evidence, and owns whether what ships actually moves the metric it was built to move. No day is the same. Day-to-day activities include: conducting customer research and behavioral analysis to maintain a current, evidence-based view of the problem space; defining outcome-based goals tied to measurable KPIs; writing requirements and acceptance criteria consumable by engineering; owning the product roadmap within their area; partnering with engineering, PXDI, and data; using AI tools to accelerate documentation, research synthesis, and requirements work; monitoring post-launch metrics; and iterating until outcomes are achieved. Job Responsibilities : 1. Product Learning & Growth Owns the customer problem end to end. Accountable not just for what ships, but for whether it solved the problem it was designed to solve. Treats every launch as a learning event. Defines success metrics before shipping, captures post-launch signals, and acts on what the data shows, iterating until outcomes are met. Maintains a current understanding of emerging technology trends including AI, automation, and platform shifts and evaluates how they create opportunity or risk on the product roadmap. Actively develops AI fluency and applies AI tools to accelerate documentation, research synthesis, and requirements work. Critically evaluates AI-generated output rather than passing it through. Takes ownership of what goes downstream regardless of how it was produced. 2. Customer Problem Understanding Dedicates consistent time to customers through direct research, field visits, and behavioral data to build deep empathy and maintain a current, evidence-based view of their needs and unmet problems. Creates, manages, and sustains an active VOC feed that combines qualitative insight and quantitative behavioral signals. Customer signal drives prioritization, not opinions or assumptions. Actively looks for patterns in customer frustration, workarounds, and unmet needs. Surfaces these as product opportunities and validates them before investing. Tests ideas with real customers at every stage of the process. Does not call a feature done until post-launch data confirms the customer behavior or outcome target was achieved. Evangelizes and advocates for the customer both internally and externally, perpetuating a customer-first mindset across the team and stakeholder community. 3. Product Strategy & Vision Owns and communicates a clear product vision and roadmap grounded in customer problems and business outcomes. Every roadmap item maps to a measurable business or customer result; items without a connected metric do not enter the backlog. Defines outcome-based product goals (OKRs, KPIs) from the outset and revisits them regularly. Success is defined by impact movement, not features shipped. Drives outcome-first prioritization: no initiative advances without a hypothesis tied to a measurable metric, a defined success threshold, and a post-launch review plan. Executes strategy within a defined problem space. Does not wait to be told how. Brings a clear point of view on approach and defends it with evidence. Escalates upward when the problem space itself appears to be the wrong bet. Recommend product positioning strategies to