Sr Manager, Product Management

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That’s how we’re UNSTOPPABLE for our employees! Job Overview: The Senior Manager, Product Management sets the strategic direction for the team’s product portfolio, translates that direction into clear priorities, and holds the team accountable for executing against it at a high standard.

This is not a team management role, it is a product leadership role. The Sr Manager owns the operating model, the quality bar for AI-generated work, and the talent composition of the team. They are accountable for team outcomes and treat the PM team’s outcome hit rate as a direct reflection of their own leadership.

The Sr Manager hires evangelical thinkers, develops direct reports deliberately, and makes talent decisions as operating decisions. Day-to-day activities include reviewing team roadmap priorities through the lens of business outcomes and competitive position; conducting development conversations to assess PM customer fluency; acting as the last human review before AI output shapes what gets built; translating VP-level strategic context into clear PM-level direction; tracking whether the metrics PMs committed to actually moved; and building the cross-functional relationships that protect the team’s ability to execute.

Job Responsibilities : 1. Product Learning & Growth Takes ownership of the team’s outcomes as if they were their own product. Does not manage from a distance. Knows what each PM is working on, where the risks are, and what the data says. Treats the team’s outcome hit rate as a direct reflection of their own leadership and responds accordingly when results diverge from plan.

Treats the team’s quarterly results as a learning cycle. Reviews whether the bets the team made held, what the data revealed, and what that means for the team’s priorities and direction going forward. Actively develops AI fluency in their own workflow and coaches the team on directive quality.

Uses AI tools for strategic synthesis, team performance analysis, and narrative drafting. Sets a quality standard for AI-assisted work across the PM team. Stays current on industry and technology trends. Brings relevant signals to the team proactively and ensures the PM team is informed and positioned before trends become obvious priorities.

Builds a learning culture on the team. Creates conditions where PMs share what they tried, what they learned, and how it changed their approach — not just what they shipped. 2. Customer Problem Understanding Designs how customer signal flows into product decisions across the whole team.

Builds the operating model that moves insights from customers to roadmap decisions. Does not review research — shapes how the team generates and acts on it. Ensures the team is not customer-focused as a general principle, but as a measurable operating standard.

Holds PMs accountable for grounding every roadmap decision in a specific customer problem with evidence. Partners with PXDI and research leadership to ensure the team has the customer insight infrastructure it needs. Advocates for investment in customer research when the team is operating on insufficient signal.

Creates an environment and culture where the team is immersed in customer-first thinking — not as a value statement, but as a behavioral standard reflected in every artifact and decision. 3. Product Strategy & Vision Brings strategic thinking to every roadmap decision — not just approval authority.

Evaluates roadmap priorities through the lens of business outcomes, competitive position, and customer impact. Identifies where the team is playing too small and redirects energy toward higher-leverage bets. Sets the strategic bar for what belongs in the plan before it reaches Director or VP.

Does not rubber-stamp what PMs bring — challenges assumptions, raises the quality of the thinking, and ensures the team is solving the right problems. Works in collaboration with Director to develop strategy, goals, and outcomes for the team’s scope.

Translates VP-level strategic direction into clear priorities for the PM team so PMs understand not just what to build but why it matters. Maintains current understanding of industry and competitive trends. Assesses how trends impact the team’s roadmap and ensures the team’s strategic direction reflects the external environment.

Develops change management processes and regularly cascades vision and strategy to align team goals with corporate priorities. Ensures the PM team understands how their work connects to T-Mobile’s broader direction. 4. Stakeholder Alignment Builds cross-functional relationships that protect the team’s ability to execute.

Cultivates strong working relationships with Engineering, PXDI, Data, Legal, and Finance — investing in those relationships before they are needed. Uses alignment rather than waiting for conflict to escalate. Shields the team from organizational noise while ensuring they remain connected to what matters.

Absorbs escalations, manages upward, and creates the conditions for PMs to do their best work without distraction. Reviews AI-generated workflows and is responsible for building scalable teams. Acts as the last human review before AI output shapes what gets built.

Holds a high bar for whether output is grounded in real customer data — not just whether it is well-formatted. Drives cross-functional alignment with Engineering, Business Assurance, Finance, and other partner organizations. Ensures team priorities are understood and supported across functions. 5.

Communication Communicates product strategy and team direction clearly to both leadership and the PM team. Translates VP-level strategic context into clear direction so PMs understand not just what to build but why it matters and how it connects to the business.

Communicates upward with the same clarity as downward. Represents the team’s work as a coherent strategic story — not a status update. Leadership sees the team’s outcomes, the hypotheses behind them, and what they mean. Provides regular, timely feedback to direct reports — both constructive and developmental.

Fosters a culture where upward feedback is also timely, constructive, and expected. Creates, communicates, and monitors formal performance plans when necessary. Manages difficult performance conversations directly, clearly, and fairly. Represents the team in cross-functional forums and leadership reviews.

Presents the team’s outcomes, tradeoffs, and priorities with executive clarity. 6. Data & Financial Acumen Measures team health by whether the metrics PMs committed to actually moved. Holds PMs to outcome hit rate, not milestone completion.

Tracks what was predicted vs. what the data showed and uses the gap as a coaching and calibration input. Manages team headcount budget and resource allocation. Coordinates with finance and leadership to ensure team capacity is aligned with strategic priorities.

Reviews portfolio-level KPI performance across the PM team. Identifies where outcomes are falling short of commitments and drives the corrective action plan. Uses data to tell a clear story about team performance — including what isn’t working — to leadership and the PMs themselves. 7.

Ownership & Autonomy Owns the full arc from direction to execution. Sets the strategic direction for their team’s scope, translates it into a clear roadmap, and holds the team accountable for delivering against it. Regularly provides review and guidance to the PM team on execution responsibilities.

Accountable for the quality and performance of the team’s products in production. Leads team response in the event of critical or high-impact defects, including executive communications. Drives accountability from both T-Mobile and any vendor partners regarding implementation, service levels, and contractual terms. 8.

Org Impact & Leadership Enables and hires evangelical thinkers. Decides who gets zero-to-one problems, who needs more structure, and when a hire is wrong for the work. Makes talent decisions as operating decisions. Collaborates and contributes to the creation of development plans for each direct report.

Creates leadership opportunities for direct reports and holds themselves accountable for the growth trajectory of the team. Builds PM capability by raising the standard for how problems are framed and how outcomes are owned. Sets expectations, gives direct feedback, and coaches PMs to operate at a higher level.

Fosters a culture of direct, constructive feedback in both directions. Creates conditions where the team gives upward feedback regularly and acts on it. Represents T-Mobile product management standards externally and internally. Participates in industry forums, PM community of practice, and organizational capability-building initiatives.

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) Acceptable areas of study: Computer Science, Engineering, IT, Business Administration, or equivalent experience. (Required) Experience 10+ years of relevant Product Management experience in an agile product development environment. (Required) 4–7 years’ experience managing teams of 5 or more in a direct reporting relationship in a Product Management organization. (Required) Knowledge, Skills and Abilities