Sr Product Manager

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That’s how we’re UNSTOPPABLE for our employees! Job Overview: The Senior Product Manager (PM) is a product leader and domain owner who sets direction across complex, cross-platform product areas. Accountable for outcomes, not just the roadmap the Senior PM owns the strategy, the learning agenda, and the business results for a significant and often interdependent product domain.

This is not a role that executes a plan handed down from above. It is a role that originates the plan, defends it with evidence, and updates it when the data says to. The Senior PM earns influence through consistent credibility, raises the standard for how problems are framed across the team, and mentors PMs to operate at a higher level.

Day-to-day activities include synthesizing competitive signals, customer data, and market timing into directional strategy bets; communicating roadmap direction and tradeoffs at Director level; acting as an active co-owner of customer research rather than a consumer of summaries; defining which problems the organization should solve next and building the executive case for committing to them; mentoring PMs; and treating every quarter as a learning cycle.

Job Responsibilities : 1. Product Learning & Growth Takes full ownership of domain outcomes, not just what ships, but what moves. Accountability does not stop at launch; it extends through adoption, behavior change, and business impact. Treats every quarter as a learning cycle.

States hypotheses explicitly, tracks whether they held, and updates strategy based on what the data revealed. Holds themselves to the same outcome standard they set for their PMs. Mentors and raises the capability of PMs on the team. Sets the bar for how customer problems are framed, how requirements are written, and how outcomes are measured.

Elevates the quality of what goes downstream. Actively develops AI fluency and applies AI tools to domain strategy work. Shares approaches with the team to raise collective capability. Anticipates industry direction and technology shifts before they become obvious priorities.

Brings a proactive point of view on what T-Mobile should do next and why. 2. Customer Problem Understanding Acts as an active co-owner of what customer research means, not a consumer of summaries passed up from PXDI. Participates in research, interprets findings independently, and forms a directional view before presenting to leadership.

Knows where T-Mobile leads, where it lags, and where the category is moving before it becomes an obvious priority. Surfaces this proactively to drive strategy not reactively in response to leadership asks. Evangelizes the customer-first mindset at the team level.

Creates conditions where the full team including engineering and design is oriented around customer outcomes, not feature delivery. 3. Product Strategy & Vision Applies original strategic thinking to identify which problems T-Mobile should solve next and why now.

Does not wait for leadership to name the opportunity. Synthesizes competitive signals, customer data, and market timing into a clear directional bet. Owns the domain roadmap. Connects domain strategy to business outcomes not just feature delivery.

Defends the direction with evidence and updates it when the data says to. Owns and manages a complex product backlog that typically spans 5–8 Agile / Scrum / Sprint teams, often with cross-team and cross-platform dependencies. Ensures alignment on prioritization across all stakeholders.

Translates complex, cross-platform strategy into detailed features, capabilities, and acceptance criteria consumable by engineering. Prototyping is a standard tool, not an exception. 4. Stakeholder Alignment Builds trusted cross-functional relationships that move decisions forward.

Earns influence through consistent credibility. Knows which relationships to invest in and when to call in that investment. Brings Engineering, PXDI, Data, and Business to a shared view by grounding conversations in evidence. Handles prioritization conflicts with data and domain authority, not process escalation.

Partners with business and leadership stakeholders to secure and maintain product funding across the domain. Owns the investment narrative end to end. Works with Architecture and engineering teams to ensure technical debt and long-term platform investment are factored into domain strategy.

Does not allow short-term delivery to undermine long-term platform health. Identifies execution, operational, and organizational issues that impede domain success. Drives the improvement plan and owns resolution. 5. Communication Communicates product strategy, roadmap direction, and vision with clarity at Director and VP level.

Translates complex tradeoffs and domain strategy into narratives that executives can act on. Makes the roadmap legible not just as a list of features, but as a clear argument for where the product is going, why it matters to the business, and what T-Mobile is betting on.

Drives specific ad hoc analysis and presents findings and recommendations to executive leadership. Does not present data — presents a position supported by data. Communicates technical challenges and tradeoffs to stakeholders at all levels.

Makes educated trade-off decisions with the team and takes accountability for those decisions. 6. Data & Financial Acumen Identifies which opportunities the data supports pursuing and builds the executive argument for committing to them. Takes a position on what T-Mobile should do and why, defends it with evidence, and owns what happens when the bet is placed.

Conducts and directs analysis of quantitative and qualitative data independently and with data science partners to identify innovation opportunities, size impact, and validate strategic direction. Owns the domain KPI framework. Defines which metrics matter, how they are tracked, and what movement means.

Does not report on metrics — interprets them and acts on them. Conducts ROI, NPV, and cost-benefit analysis to support major investment decisions. Builds financial models that inform build-vs-buy-vs-partner decisions across the domain. Uses data to tell a clear, honest story about domain performance to leadership and the team. 7.

Ownership & Autonomy Owns outcomes across a complex, often cross-platform product domain. Accountable for the full arc from identifying the right problem through post-launch business impact without requiring escalation or executive direction to act.

Executes and delivers on time and at high customer value. Ensures products are not just shipped timely but done well. Sets the quality bar and holds the team to it. Drives improvement of execution, operational, and organizational issues across the domain. 8.

Org Impact & AI Tools Builds PM capability by raising the standard for how problems are framed and how outcomes are owned across the team. Sets expectations, gives direct feedback, and mentors more junior PMs. Applies AI tools to domain-level strategy work: competitive research synthesis, directional scenario modeling, executive narrative drafting and raises the team’s AI fluency by example.

Represents product best practices to the broader organization. Elevates the quality of artifacts, framing, and decisions across the PM team. Education and Work Experience : Education: Bachelor’s Degree plus 7 years of related work experience, OR Advanced degree with 5 years of related experience. (Required) Experience: 7+ years of relevant Product Management experience in an agile software product development environment.

Advanced level understanding of customer experience. (Required) Knowledge, Skills and Abilities