Senior Manager of Product

Recognized as the No. 1 site trusted by real estate professionals, Realtor.com® has been at the forefront of online real estate for over 25 years, connecting buyers, sellers, and renters with trusted insights and expert guidance to find their perfect home. Through its robust suite of tools, Realtor.com® not only makes a significant impact on the real estate industry at large, but for consumers, navigating the biggest purchase they will make in their life, by providing a user experience that is easy to use, easy to understand, and most of all, easy to make decisions.Join us on our mission to empower more people to find their way home by breaking barriers to entry, making the right connections, and building confidence through expert guidance.

About the Role

We're seeking a Senior Manager of Product to lead multiple squads within Experience Delivery in the Client Product Management organization. You'll own the delivery, quality, and growth of a multidisciplinary team holding the craft and evidence bar, developing your senior ICs into leaders, and protecting the role boundaries that keep your team doing its highest-value work.This role sits at the intersection of people leadership, craft quality, and delivery. You understand the strategic intent behind your area's work and translate it into team focus, staffing, and operating objectives. You'll drive decisions across your squads: where an IC is ready to stretch vs. where they need support, when the evidence bar has been met vs. when work is built on assumption, and when a craft miss is a coaching moment vs. when it stops a launch. You'll push back when work is committed without the evidence to support it, and when unstaffed functions start landing on your team. You build the team that owns the experience, you hold the gate on what ships, and you hold the line on what your team should never have to carry.

Responsibilities

• Lead multiple squads and set their direction. Translate area vision into team focus and staffing, establish operating objectives across your squads, and coach ICs on strategic framing.
• Grow the people. Own 1:1s, coaching, performance management, growth, leveling and calibration input, and hiring for your team. Develop your senior ICs into leaders, and build a healthy critique and feedback culture. Escalate hiring gaps against plan, sustained under-performance without a plan, and attrition risk on a key surface rather than absorbing them quietly.
• Hold the evidence bar. Enable discovery and instrumentation across your team and unblock research and data access. Halt or escalate when a build is about to start without validated evidence or with instrumentation missing.