Director of Product

About this role

COME JOIN OUR PRODUCT TEAM!

High velocity, high intensity, high trust, high bar, high impact, and a will to win.

If those words resonate deeply with you, this could be your next career move. We're seeking someone who leads with humility, pursues audacious goals, and is motivated by meaningful impact on people and the world.

At FutureFit AI, our core mission is to help more people get to better jobs faster and cheaper, with a specific focus on those facing barriers to opportunity. Our work helps resolve the growing issue of economic inequality, ensuring that no one is left behind in the future of work. Our AI-powered platform brings efficiency and insight to workforce development, replacing outdated systems and unlocking human potential at scale.

Ready to make an impact? Apply today.

Important note: Data shows that men typically apply when meeting 3/10 requirements, while women often wait until it's 10/10. We encourage you to apply if you see a strong (not necessarily perfect) fit.

YOUR ROLE

The Director of Product is the operating backbone of FutureFit AI's product team — the person who turns company-level strategy into a shipped, sequenced, resourced roadmap, and who makes sure every stakeholder — engineering, data, GTM, and our customers — knows what's coming and why. This is not a strategy-only seat: you will manage a team of builders (three Sr. TPMs and a Design Lead) while personally owning the connective tissue across their domains: the integrated roadmap, the capacity model, the metrics that tell us whether the product is working, and the cadences that keep several functions moving in the same direction.

OWNERSHIP AREAS

- Team Leadership: 4 direct reports — 3 Senior TPMs and 1 Design Lead

- Integrated Roadmap & Capacity Plan: a single source-of-truth roadmap across all product domains, reconciled against actual engineering and data capacity.

- Cross-Company Product Cadences: the bridge meetings, monthly gates, and quarterly planning sessions that keep Build, GTM, and leadership in sync.

- Product Metrics, Tracking & Ops: the north-star and domain-level metrics stack, instrumentation standards, and the operating rhythm that makes metrics actionable.

- Product Strategy Contribution & Documentation: the living strategy docs, OKRs, and narrative artifacts that keep the roadmap grounded in “why.”

- Competitive Landscape & Analysis: ongoing competitive intelligence, with particular attention to AI-native and agentic entrants in workforce tech.

- Stakeholder Management: executive, board, customer, and cross-functional relationships that sit above any single domain and need great artifacts about what’s happening now, next, and later with the solution, and why.

WHAT YOU'LL DO

LEAD & DEVELOP THE PRODUCT TEAM

- Manage 4 direct reports (3 Sr. TPMs, 1 Design Lead) — set goals, run 1:1s, give craft feedback on PRDs, discovery, and design work, and grow each of them toward their next level.

- Build the operating norms — rituals, discovery rhythms, documentation standards, craft bar — that let a small, high-context team punch above its weight.

- Be the escalation point when a Sr. TPM or the Design Lead needs help unblocking a stakeholder, resolving a scope fight, or navigating a resourcing conflict.

OWN THE INTEGRATED ROADMAP & CAPACITY PLAN

- Maintain a single, coherent roadmap across every product domain — reconciling individual Sr. TPM roadmaps into one view that leadership and GTM can trust.

- Own the capacity plan: translate roadmap commitments into engineering, data, and design capacity, flag conflicts early, and make the sequencing trade-offs when demand outstrips supply.

- Partner with the VP of Engineering and VP of ML & AI to keep the roadmap grounded in what's actually buildable each sprint and quarter.

- Re-forecast and re-sequence in response to new state contracts, compliance deadlines, or shifting priorities — while maintaining trust in the overall accuracy and predictability of the roadmap.

DRIVE CROSS-COMPANY PRODUCT CADENCES

- Run the recurring mechanisms that keep the company aligned: monthly stage gates, bridge-building syncs with GTM and CS, and quarterly planning sessions.

- Own the meeting architecture for product so time in the room is spent deciding, not reporting status.

- Represent product in company-wide and board-level updates, translating roadmap progress into language executives and customers care about.

OWN PRODUCT METRICS, TRACKING & OPS

- Own the product metrics stack end-to-end: definitions, instrumentation, dashboards, and the review cadence that makes metrics part of how decisions get made.

- Roll up domain-level metrics owned by each Sr. TPM into a company-level view tied to FutureFit's north star — lifetime wages over cost to serve.

- Build and maintain the product ops backbone — the tooling, templates, and processes that keep the org's PDLC running without heroics.

CONTRIBUTE TO AND MAINTAIN PRODUCT STRATEGY DOCUMENTATION

- Own the living strategy documents — product strategy deck, OKRs, EOS-style artifacts — keeping them current as market, customer, and company context shifts.

- Translate executive-level objectives into key results that describe the work to be done in the next 2-3 quarters in a format that the broader team, board, and customers can use as a reference of record.

- Facilitate quarterly OKR refinement and ensure domain-level objectives ladder up to company strategy.

OWN COMPETITIVE LANDSCAPE & ANALYSIS

- Maintain an ongoing view of the competitive landscape in workforce tech and adjacent AI-native entrants, refreshed on a regular cadence rather than produced ad hoc for a single deal.

- Translate competitive intelligence into roadmap and positioning implications that Build leadership and GTM team can act on.

- Brief Sales, CS, and leadership ahead of competitive deals or RFPs.

MANAGE STAKEHOLDERS

- Be the day-t

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