LaunchDarkly - VP, Product Management

• Lead cross-functional product leadership. Serve as the product counterpart to Engineering, Product Design, Marketing, Sales, Customer Success, and Finance. Resolve cross-functional tradeoffs, establish shared commitments, and ensure LaunchDarkly presents one coherent product strategy to customers and the market. • Lead cross-functional product leadership. • Build and lead the product management organization. Design the organization intentionally, allocate resources effectively, maintain a high talent bar, build succession plans, and establish clear ownership for every product surface a customer or sales representative may ask about. • Build and lead the product management organization. • Own the product operating system. Establish the cadence that turns strategy into shipped software and met goals, including quarterly commitments, leadership reviews, squad-level inspection, launch briefs, new product introduction (NPI), and the product-to-field handoff. Make execution predictable enough that the executive team does not have to ask whether something shipped. • Own the product operating system. • Drive roadmap delivery across every product pillar. Lead execution across Enterprise, Foundation, Observability, Experimentation, Agent Control, Automation, and the platform beneath them. Build a culture of doing what we say we are going to do. • Drive roadmap delivery across every product pillar. • Create portfolio discipline without slowing the company down. Ensure new bets enter the portfolio through explicit decisions rather than hallway conversations, while preserving the flexibility to respond to market changes. Marketing dates should be commitments the product organization can confidently support. • Create portfolio discipline without slowing the company down. • Drive finishing. A product is not done when version one ships; it is done when the team has iterated based on learning. A launch is not done when it ships; it is done when the field is amplifying it. A process is not done when it is written; it is done when it creates leverage for the team. • Drive finishing. • Own packaging execution and commercial outcomes. Lead how pricing and packaging land in the product and in the field so every representative can sell the full platform and every pillar contributes to its commercial goals. • Own packaging execution and commercial outcomes. • Stay close to customers and the field. Spend time with the largest customers and most demanding evaluators, translate what you learn into product decisions, and build a process that brings customer and field insight into the roadmap at scale. • Stay close to customers and the field. • Use AI to increase product and engineering leverage. Help the organization adopt AI-assisted development and product practices in ways that increase delivery speed while maintaining quality and judgment. • Use AI to increase product and engineering leverage. • What Success Looks Like in Your First Year: • The organization is complete. The leadership model is in place, product lines have the right pillar leadership, spans and layers are intentional, decision rights are clear, succession risks are understood, and the organization can continue to scale. • Delivery increases every quarter. Shipped output per team rises quarter over quarter as AI-assisted development compounds, with quality holding. • The operating system runs without the CPO driving it. Reviews, check-ins, launch briefs, and NPI happen on cadence and at a consistent bar. • The portfolio is staffed. Every initiative in flight has an explicit staffing decision and plan behind it. • The numbers move. Activation, attach, activity, and expansion targets for each pillar respond to the organization’s inputs. • The team is stronger than you found it. Product managers have more leverage, complementary strengths are valued over a uniform mold, and every hire raises the bar. • You are direct, decisive, and high-agency. You identify a problem, propose a fix, and act unless someone tells you not to. • You are a relentless simplifier, not a caretaker. When you find friction, your instinct is to remove process rather than add it. You know how to run a company of this size like a small company that ships. • You are a builder of people and move quickly on people problems. Product leaders who have worked for you say you made them better and would work for you again. You raise the bar clearly, promote based on evidence, and do not allow known performance problems to persist. • You are comfortable challenging a strategy and turning it into a sequenced portfolio. You can tell the story of an idea you pushed back on, how you used evidence to make the call, and how you maintained the relationship. • You write clearly and make decisions. You use written argument to create alignment, expect strong writing from your team, and end meetings with a decision. • You are customer-oriented and commercially grounded. You can move from a conversation with a developer or data scientist to a discussion with an executive buyer or sales leader without losing the thread.