Senior Director of Product Management Aurora Platform
for section headings. Use - for any list of duties/requirements/benefits, and
for prose.
We need to decide what constitutes a list. The responsibilities have bullet-like paragraphs but not explicit bullet list. Could treat each responsibility area as a list? The instruction: Use
- for any list of duties/requirements/benefits. The responsibilities section contains multiple paragraphs each starting with a bold heading? Actually the text: "Responsibilities What you'll own Aurora's Platform product strategy - ..." then after that there is a blank line then "Responsibilities Strategy Define and defend...". It seems they repeated "Responsibilities". Might be formatting issues. We need to extract substantive content.
Let's parse the posting:
About The Role Aurora is Consilio's platform and the centerpiece of the company's shift from a services-led business to a software- and product-led one. The Senior Director of Product Management for Aurora owns it. The Aurora Platform is the gateway to a rich layer of insights, capabilities and products (Consilio’s and third-party) that our clients use to tackle some of the most complex work out there. You set the strategy, own the roadmap and the commercial outcomes, lead the product managers building it, and are a visible voice for Aurora with clients, partners, and the executive team. You are joining early enough to shape not only the product but the organization around it. The product function is being built now - operating model, craft standards, decision rights - and you are expected to help build it rather than wait for it.
Responsibilities What you'll own Aurora's Platform product strategy - a multi-year point of view on what the platform becomes, grounded in the legal technology market, client economics, and where AI genuinely changes legal work rather than decorating it.The roadmap and its outcomes - adoption, retention, expansion, and margin impact, agreed with leadership and reported honestly.Multiple pods and their leaders, including [Director, Third-Party Integrations] and platform, reporting, and core experience areas.The platform architecture conversation - partnering with engineering leadership on the trade-offs between speed today and extensibility tomorrow, and holding the line on the ones that matter.Cross-product coherence - how Aurora relates to ECI, Review, and the services delivery organization, so clients experience one platform rather than assembled parts.
Responsibilities Strategy Define and defend Aurora's platform strategy and positioning, informed by competitive dynamics across platform vendors and ALSPs, buyer economics, and market data.Make the hard portfolio calls: what the platform absorbs, what stays separate, what gets sunset, and what we deliberately do not build.Bring an evidence-based view on where AI capabilities belong in the platform and what has to be true - evaluation, trust, governance - before clients will rely on them. Delivery and execution Own the platform roadmap and release planning across teams, with clear sequencing and visible trade-offs.Partner with engineering leadership on capacity, technical investment, and platform health, including the unglamorous work that keeps a platform viable.Set outcome-based success measures ahead of the work and report against them, including what missed.Ensure the platform meets enterprise security, privacy, and data-handling standards clients will scrutinize. Commercial and market leadership Serve as a senior product voice with clients, in executive briefings, advisory boards, and strategic deals.Partner with sales leadership on the software motion - a materially different sale from staffed services - including enablement, competitive positioning, and reducing bespoke commitments made in the field.Work with product marketing on the Aurora market narrative and its evolution.Support corporate development where relevant: build/buy/partner assessments and integration planning for acquired capability. Organizational leadership Hire, lead, and develop product managers and PM leaders. You are accountable for the craft bar on Aurora.Help build the product operating model - pod structure, decision rights, planning cadence, craft development - alongside the CPO and peer leaders.Act as a senior leader across the company, not only within product. Much of the transition to a product company gets decided in rooms where product must be represented well.
Qualifications What we're looking for Required 12+ years in product management, including 5+ years leading PM teams and experience managing managers.Track record owning an enterprise SaaS platform or major product line with genuine revenue accountability and demonstrable results.Experience setting multi-year platform strategy and carrying it through execution, including the trade-offs and the things you chose not to do.Strong technical partnership skills with engineering leadership on architecture and platform investment decisions.Executive presence and excellent written communication. You can make a complex strategic trade-off legible to a board or a client's general counsel.Experience building or substantially maturing a product organization - process, hiring, standards - not just running an existing one.Comfort with ambiguity and with a business in transition. Strongly Preferred Legal technology, eDiscovery, compliance, information governance, or regulated-industry software experience.Experience commercializing AI capabilities in enterprise products, including evaluation, guardrails, and the change management enterprise buyers require.Experience in a services-to-software transition, where delivery teams are also users and the internal change is as hard as the external one.PE-backed growth environment experience, including board-level reporting.Exposure to M&A: diligence, integration, or platform consolidation.
Then True North Values and EEO statement.
We need to remove boilerplate: True North Values and EEO statement.
Also remove duplicated lines: there is "Responsibilities What you'll own ..." and then later "Responsibilities Strategy ..." The first "Responsibilities What you'll own ..." seems like a summary; we need to preserve all substantive information, not invent or summarize away detail. So we should keep both? But they may be overlapping. The first "Responsibilities What you'll own ..." includes bullet-like items separated by periods. The second repeats headings: Strategy, Delivery and execution, Commercial and market leadership, Organizational leadership with details.
We could combine them, but we must not lose detail. Perhaps we can treat the first as a summary and keep it as prose, then the second as detailed list under subheadings. However the instruction: Use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So we have sections: About the role, Responsibilities, Qualifications. Within Responsibilities we could have subheadings? Not specified but we could use ? Not allowed? Only for section headings. Could still use for subheadings inside Responsibilities? Might be okay but they said use for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So likely only top-level sections. Inside Responsibilities we can use
and
- . So we need to convert the responsibilities content into either paragraphs or list items.
We need to decide what constitutes a list. The responsibilities have distinct items: Aurora's Platform product strategy, roadmap and its outcomes, Multiple pods and their leaders, platform architecture conversation, Cross-product coherence. Then under Strategy, Delivery and execution, Commercial and market leadership, Organizational leadership each have multiple sentences.
We could treat each of those as list items (
- ) under a
. That would satisfy using - for any list of duties/requirements/benefits. So we can create a
with each responsibility area as - . Inside each
- we can have
for prose.
Similarly for Qualifications: Required and Strongly Preferred could be lists.
Thus output:
About the role
... (the About The Role paragraph)
Responsibilities
Aurora's Platform product strategy - a multi-year point of view on what the platform becomes, grounded in the legal technology market, client economics, and where AI genuinely changes legal work rather than decorating it.
The roadmap and its outcomes - adoption, retention, expansion, and margin impact, agreed with leadership and reported honestly.
Multiple pods and their leaders, including [Director, Third-Party Integrations] and platform, reporting, and core experience areas.
The platform architecture conversation - partnering with engineering leadership on the trade-offs between speed today and extensibility tomorrow, and holding the line on the ones that matter.
Cross-product coherence - how Aurora relates to ECI, Review, and the services delivery organization, so clients experience one platform rather than assembled parts.
Strategy: Define and defend Aurora's platform strategy and positioning, informed by competitive dynamics across platform vendors and ALSPs, buyer economics, and market data. Make the hard portfolio calls: what the platform absorbs, what stays separate, what gets sunset, and what we deliberately do not build. Bring an evidence-based view on where AI capabilities belong in the platform and what has to be true - evaluation, trust, governance - before clients will rely on them.
Delivery and execution: Own the platform roadmap and release planning across teams, with clear sequencing and visible trade-offs. Partner with engineering leadership on capacity, technical investment, and platform health, including the unglamorous work that keeps a platform viable. Set outcome-based success measures ahead of the work and report against them, including what missed. Ensure the platform meets enterprise security, privacy, and data-handling standards clients will scrutinize.
Commercial and market leadership: Serve as a senior product voice with clients, in executive briefings, advisory boards, and strategic deals. Partner with sales leadership on the software motion - a materially different sale from staffed services - including enablement, competitive positioning, and reducing bespoke commitments made in the field. Work with product marketing on the Aurora market narrative and its evolution. Support corporate development where relevant: build/buy/partner assessments and integration planning for acquired capability.
Organizational leadership: Hire, lead, and develop product managers and PM leaders. You are accountable for the craft bar on Aurora. Help build the product operating model - pod structure, decision rights, planning cadence, craft development - alongside the CPO and peer leaders. Act as a senior leader across the company, not only within product. Much of the transition to a product company gets decided in rooms where product must be represented well.
Qualifications
Required: 12+ years in product management, including 5+ years leading PM teams and experience managing managers.
Track record owning an enterprise SaaS platform or major product line with genuine revenue accountability and demonstrable results.
Experience setting multi-year platform strategy and carrying it through execution, including the trade-offs and the things you chose not to do.
Strong technical partnership skills with engineering leadership on architecture and platform investment decisions.
Executive presence and excellent written communication. You can make a complex strategic trade-off legible to a board or a client's general counsel.
Experience building or substantially maturing a product organization - process, hiring, standards - not just running an existing one.
Comfort with ambiguity and with a business in transition.
Strongly Preferred: Legal technology, eDiscovery, compliance, information governance, or
for prose. We need to decide what constitutes a list. The responsibilities have bullet-like paragraphs but not explicit bullet list. Could treat each responsibility area as a list? The instruction: Use
- for any list of duties/requirements/benefits. The responsibilities section contains multiple paragraphs each starting with a bold heading? Actually the text: "Responsibilities What you'll own Aurora's Platform product strategy - ..." then after that there is a blank line then "Responsibilities Strategy Define and defend...". It seems they repeated "Responsibilities". Might be formatting issues. We need to extract substantive content.
Let's parse the posting:
About The Role Aurora is Consilio's platform and the centerpiece of the company's shift from a services-led business to a software- and product-led one. The Senior Director of Product Management for Aurora owns it. The Aurora Platform is the gateway to a rich layer of insights, capabilities and products (Consilio’s and third-party) that our clients use to tackle some of the most complex work out there. You set the strategy, own the roadmap and the commercial outcomes, lead the product managers building it, and are a visible voice for Aurora with clients, partners, and the executive team. You are joining early enough to shape not only the product but the organization around it. The product function is being built now - operating model, craft standards, decision rights - and you are expected to help build it rather than wait for it.
Responsibilities What you'll own Aurora's Platform product strategy - a multi-year point of view on what the platform becomes, grounded in the legal technology market, client economics, and where AI genuinely changes legal work rather than decorating it.The roadmap and its outcomes - adoption, retention, expansion, and margin impact, agreed with leadership and reported honestly.Multiple pods and their leaders, including [Director, Third-Party Integrations] and platform, reporting, and core experience areas.The platform architecture conversation - partnering with engineering leadership on the trade-offs between speed today and extensibility tomorrow, and holding the line on the ones that matter.Cross-product coherence - how Aurora relates to ECI, Review, and the services delivery organization, so clients experience one platform rather than assembled parts.
Responsibilities Strategy Define and defend Aurora's platform strategy and positioning, informed by competitive dynamics across platform vendors and ALSPs, buyer economics, and market data.Make the hard portfolio calls: what the platform absorbs, what stays separate, what gets sunset, and what we deliberately do not build.Bring an evidence-based view on where AI capabilities belong in the platform and what has to be true - evaluation, trust, governance - before clients will rely on them. Delivery and execution Own the platform roadmap and release planning across teams, with clear sequencing and visible trade-offs.Partner with engineering leadership on capacity, technical investment, and platform health, including the unglamorous work that keeps a platform viable.Set outcome-based success measures ahead of the work and report against them, including what missed.Ensure the platform meets enterprise security, privacy, and data-handling standards clients will scrutinize. Commercial and market leadership Serve as a senior product voice with clients, in executive briefings, advisory boards, and strategic deals.Partner with sales leadership on the software motion - a materially different sale from staffed services - including enablement, competitive positioning, and reducing bespoke commitments made in the field.Work with product marketing on the Aurora market narrative and its evolution.Support corporate development where relevant: build/buy/partner assessments and integration planning for acquired capability. Organizational leadership Hire, lead, and develop product managers and PM leaders. You are accountable for the craft bar on Aurora.Help build the product operating model - pod structure, decision rights, planning cadence, craft development - alongside the CPO and peer leaders.Act as a senior leader across the company, not only within product. Much of the transition to a product company gets decided in rooms where product must be represented well.
Qualifications What we're looking for Required 12+ years in product management, including 5+ years leading PM teams and experience managing managers.Track record owning an enterprise SaaS platform or major product line with genuine revenue accountability and demonstrable results.Experience setting multi-year platform strategy and carrying it through execution, including the trade-offs and the things you chose not to do.Strong technical partnership skills with engineering leadership on architecture and platform investment decisions.Executive presence and excellent written communication. You can make a complex strategic trade-off legible to a board or a client's general counsel.Experience building or substantially maturing a product organization - process, hiring, standards - not just running an existing one.Comfort with ambiguity and with a business in transition. Strongly Preferred Legal technology, eDiscovery, compliance, information governance, or regulated-industry software experience.Experience commercializing AI capabilities in enterprise products, including evaluation, guardrails, and the change management enterprise buyers require.Experience in a services-to-software transition, where delivery teams are also users and the internal change is as hard as the external one.PE-backed growth environment experience, including board-level reporting.Exposure to M&A: diligence, integration, or platform consolidation.
Then True North Values and EEO statement.
We need to remove boilerplate: True North Values and EEO statement.
Also remove duplicated lines: there is "Responsibilities What you'll own ..." and then later "Responsibilities Strategy ..." The first "Responsibilities What you'll own ..." seems like a summary; we need to preserve all substantive information, not invent or summarize away detail. So we should keep both? But they may be overlapping. The first "Responsibilities What you'll own ..." includes bullet-like items separated by periods. The second repeats headings: Strategy, Delivery and execution, Commercial and market leadership, Organizational leadership with details.
We could combine them, but we must not lose detail. Perhaps we can treat the first as a summary and keep it as prose, then the second as detailed list under subheadings. However the instruction: Use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So we have sections: About the role, Responsibilities, Qualifications. Within Responsibilities we could have subheadings? Not specified but we could use
? Not allowed? Only
for section headings. Could still use
for subheadings inside Responsibilities? Might be okay but they said use
for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So likely only top-level sections. Inside Responsibilities we can use
and
- . So we need to convert the responsibilities content into either paragraphs or list items. We need to decide what constitutes a list. The responsibilities have distinct items: Aurora's Platform product strategy, roadmap and its outcomes, Multiple pods and their leaders, platform architecture conversation, Cross-product coherence. Then under Strategy, Delivery and execution, Commercial and market leadership, Organizational leadership each have multiple sentences. We could treat each of those as list items (
- ) under a
- . That would satisfy using
- for any list of duties/requirements/benefits. So we can create a
- with each responsibility area as
- . Inside each
- we can have
for prose. Similarly for Qualifications: Required and Strongly Preferred could be lists. Thus output:
About the role
... (the About The Role paragraph)
Responsibilities
Aurora's Platform product strategy - a multi-year point of view on what the platform becomes, grounded in the legal technology market, client economics, and where AI genuinely changes legal work rather than decorating it.
The roadmap and its outcomes - adoption, retention, expansion, and margin impact, agreed with leadership and reported honestly.
Multiple pods and their leaders, including [Director, Third-Party Integrations] and platform, reporting, and core experience areas.
The platform architecture conversation - partnering with engineering leadership on the trade-offs between speed today and extensibility tomorrow, and holding the line on the ones that matter.
Cross-product coherence - how Aurora relates to ECI, Review, and the services delivery organization, so clients experience one platform rather than assembled parts.
Strategy: Define and defend Aurora's platform strategy and positioning, informed by competitive dynamics across platform vendors and ALSPs, buyer economics, and market data. Make the hard portfolio calls: what the platform absorbs, what stays separate, what gets sunset, and what we deliberately do not build. Bring an evidence-based view on where AI capabilities belong in the platform and what has to be true - evaluation, trust, governance - before clients will rely on them.
Delivery and execution: Own the platform roadmap and release planning across teams, with clear sequencing and visible trade-offs. Partner with engineering leadership on capacity, technical investment, and platform health, including the unglamorous work that keeps a platform viable. Set outcome-based success measures ahead of the work and report against them, including what missed. Ensure the platform meets enterprise security, privacy, and data-handling standards clients will scrutinize.
Commercial and market leadership: Serve as a senior product voice with clients, in executive briefings, advisory boards, and strategic deals. Partner with sales leadership on the software motion - a materially different sale from staffed services - including enablement, competitive positioning, and reducing bespoke commitments made in the field. Work with product marketing on the Aurora market narrative and its evolution. Support corporate development where relevant: build/buy/partner assessments and integration planning for acquired capability.
Organizational leadership: Hire, lead, and develop product managers and PM leaders. You are accountable for the craft bar on Aurora. Help build the product operating model - pod structure, decision rights, planning cadence, craft development - alongside the CPO and peer leaders. Act as a senior leader across the company, not only within product. Much of the transition to a product company gets decided in rooms where product must be represented well.
Qualifications
Required: 12+ years in product management, including 5+ years leading PM teams and experience managing managers.
Track record owning an enterprise SaaS platform or major product line with genuine revenue accountability and demonstrable results.
Experience setting multi-year platform strategy and carrying it through execution, including the trade-offs and the things you chose not to do.
Strong technical partnership skills with engineering leadership on architecture and platform investment decisions.
Executive presence and excellent written communication. You can make a complex strategic trade-off legible to a board or a client's general counsel.
Experience building or substantially maturing a product organization - process, hiring, standards - not just running an existing one.
Comfort with ambiguity and with a business in transition.
Strongly Preferred: Legal technology, eDiscovery, compliance, information governance, or
- for any list of duties/requirements/benefits. So we can create a