Senior Director, Product Management

What you'll do?

Product Strategy and Vision

• Define and evolve the platform strategy, roadmap, and capability priorities across analyst experience, workflow infrastructure, and extensibility surfaces.
• Translate AI and ML capabilities into a product experience that compliance analysts can use, and regulators can audit.
• Own the product extensibility strategy: define the API and integration surfaces that allow customers and partner teams to self-service and embed product capabilities.
• Maintain a clear view of the competitive landscape and develop differentiated positioning grounded in product reality.

UX and Analyst Experience

• Own the end-to-end analyst experience: from alert surfacing to resolution, including explainability, reason code workflows, and audit trail completeness.
• Drive UX investment as a strategic lever, not a polish pass. The analyst workflow directly affects model quality through the feedback loop. UX decisions have downstream data consequences.
• Work closely with Design to move from concept to delivered capability, with direct accountability for closing the gap between the platform’s AI narrative and the actual experience compliance analysts have today.

API and Extensibility Product Ownership

• Define and own the API surface: alert queues, review actions, reporting, reason code taxonomies, and workflow configuration.
• Build the product strategy for programmatic extensibility, including integrations with external agents, policymaker prompting surfaces, and developer-facing documentation.
• Establish the commercial packaging model for extensibility capabilities: what is a subscription tier, what is usage-based, and what justifies a premium price point.

Cross-Functional Leadership

• Partner with Engineering on capacity allocation, release readiness, and operational discipline. You will bring specifications that are complete enough for engineering to build without coming back for clarification.
• Partner with the AI/ML Product team on the handoff between AI/ML capabilities and the experience surface that exposes them. Own the feedback routing requirements that make the compounding data flywheel work.
• Partner with Professional Services and Customer Experience to translate customer pain into data-backed defensible priorities. Show up where customers are, not just where internal stakeholders are.

Team Leadership

• Lead a small team of geographically distributed product managers as a player coach. Set standards through your own work, not through delegation.
• Develop PM craft on the team: problem framing, evidence-based prioritization, and outcome measurement. This team needs a model to follow, not a manager to report to.
• Own the team’s operating cadence, including s