Senior Product Manager

Position Details

Candidates must be local to Acton, MA or San Diego, CA.

Responsibilities

• Define and own a platform vision that orients the team around a clear future state: an internal integration platform that enables other product teams to build and deploy their own APIs and AI agents with minimal dependence on this team
• Build a credible roadmap that accounts for current constraints and future capability goals, with clear milestones and decision points along the way
• Identify and sequence the investments required to evolve the platform's API design patterns toward greater resilience, reusability, and scale, including the continued buildout of experience, process, and system layers per MuleSoft best practices
• Communicate the platform roadmap clearly to senior leadership, engineering, and dependent product teams, and keep that communication current as priorities evolve
• Stay current on integration platform trends, AI agent tooling, and developer experience patterns to inform long-term platform direction
• As the platform matures, define the scope of internal developer platform capabilities needed to enable other product teams to self-serve, including documentation, tooling, training, templates, and support pathways
• Own both the product backlog and the delivery backlog across all platform teams, including their contents, their readiness, and their priority. A backlog that manages itself is a backlog no one owns
• Be a central participant in planning and strategy rhythms, including PI planning, roadmap reviews, and capacity planning cadences. Where business cases or value statements are needed to support new initiatives, contribute to building them
• Evaluate every incoming request on its merits: what problem is it solving, for whom, and how does it compare to what is already prioritized. Challenge work where the value is unclear before committing the team to it
• Write clear, well-reasoned features, epics, and user stories that give engineering and QA teams the context they need to do their work well. Not just what to build, but why it matters, what problem it solves, and what done looks like
• Maintain a delivery backlog populated far enough ahead that sprint planning proceeds without scrambling. At any given point, be able to answer what the teams will be working on two or more sprints from now
• Accept stories against defined acceptance criteria throughout the sprint, not in batches at the end
• Propose sprint goals as meaningful outcome statements, not just a list of committed stories
• Represent platform needs and priorities in planning processes across DCX, including cross-team dependency management
• Maintain a continuous discovery practice through regular engagement with the product teams who depend on integration services, analysis of operational and behavioral data, and proactive identification of integration needs before they become reactive requests
• Define problems clearly before committing to solutions. Understand what teams are actually trying to accomplish and whether a proposed integration is the right answer to that problem
• Keep the product backlog grounded in current understanding, not just stakeholder requests from the last planning cycle
• Make assumptions explicit and find ways to test them before committing engineering capacity to building
• Build a trust-based, peer-level relationship with engineering leadership on this team. Be a credible product counterpart, not a project coordinator or a gatekeeper
• Set the tone for how the broader team works together. Make sure engineers and QA understand not just what they are building, but why the work matters and how it connects to outcomes worth achieving. That clarity is one of the most motivating things a product leader can provide
• Foster a team culture where people feel genuinely valued, where their work is connected to something meaningful, and where collaboration across disciplines is the norm rather than the exception
• Partner with engineering leadership on capacity planning, release sequencing, and technical trade-off decisions without overstepping into engineering's domain
• Collaborate with product managers across DCX to identify and prioritize integration needs ahead of demand
• Manage incoming demand from across the business with a clear framework: evaluate requests against existing priorities, communicate decisions transparently, and make trade-offs visible when new work would displace what is already committed
• Build organizational credibility through consistent, evidence-based decision making, including saying no or not now when that is the right call
• Communicate platform direction and roadmap proactively so stakeholders are not discovering priority decisions for the first time at a sprint review
• Bring data to every prioritization conversation. Prioritize on evidence, not on request volume or stakeholder pressure

Outcome Accountability

• Platform value delivery: The work this team produces moves the metrics it was supposed to move and solves real problems for the product teams and end users who depend on these services. Shipped features are evaluated on whether they worked, not just whether they shipped.
• Roadmap credibility: The platform roadmap reflects a coherent, well-sequenced plan that is understood and trusted by senior leadership, engineering, and dependent product teams. It is organized around outcomes to achieve, not just features to deliver.
• Backlog health: Both the product backlog and the delivery backlog are populated, prioritized, and healthy. The product track is running ahead of delivery. Sprint planning is fast because preparation happened before the meeting. Engineering and QA teams are never blocked waiting for context or clarity.
• Team cohesion and motivation: The engineering and QA teams working on this platform understand how their work connects to outcomes that matter. They operate as a team, not a collection of individuals executing tickets. Team members feel valued and are set up to do their best work.
• Discovery continuity: Product decisions are grounded in current evidence, including regular engagement with dependent product teams, operational data, and continuous assumption testing, rather than historical planning cycles or stakeholder requests alone.
• Platform direction: The organization is making measurable progress toward the platform's vision and goals.