National Manager, Product

About this role

Overview

Who we are

Collaborative. Respectful. A place to dream and do. These are just a few words that describe what life is like at Toyota. As one of the world’s most admired brands, Toyota is growing and leading the future of mobility through innovative, high-quality solutions designed to enhance lives and delight those we serve. We’re looking for talented team members who want to Dream. Do. Grow. with us.

An important part of the Toyota family is Toyota Financial Services (TFS), the finance and insurance brand for Toyota and Lexus in North America. While TFS is a separate business entity, it is an essential part of this world-changing company- delivering on Toyota's vision to move people beyond what's possible. At TFS, you will help create best-in-class customer experience in an innovative, collaborative environment.

Toyota does not offer support or sponsorship of job applicants for employment-based visas or any other work authorization for this role now or in the future. You must have the right to work in the United States and not require Toyota support or sponsorship for immigration-related employment (e.g., H-1B, O-1, E-3, H-1B1, TN, F-1 OPT, F-1 STEM OPT, F-1 CPT, TN, (job flexibility benefits) (also known as I-140 or Adjustment of Status portability), etc.) now or in the future. You should not apply for this role if you will require Toyota to assist with immigration support or sponsorship now or in the future.

Who we’re looking for

Toyota Financial Services is looking for a National Manager of Product Management who builds   great product   teams and ships products customers   actually use   with the urgency of a startup inside one of the world’s most trusted brands.  

In this role you are the leader of a product domain and the team that delivers it — from   setting   the product vision, to raising the bar on product craft, to rolling up your sleeves when needed to work through a hard problem alongside your team. You partner with the business and engineering teams to define great products and get them built at   Toyota   scale.  

You also think beyond your own domain. You believe   a great product   is one connected experience, and you actively look across domain lines to spot inconsistencies and dependencies before they become problems — then resolve them for the good of the whole product, not just your slice of it.   You’ll   still be close enough to the product to make hard trade-off calls, but your leverage is the vision you set, the team you build, and the bar you hold.   If   you’ve   led product in a startup or early-stage environment, and you can navigate,   anticipate , and address the needs of a large enterprise without losing speed, this is the role.  

What  y ou’ll  b e doing   • Own a product domain end-to-end — set the vision and strategy in partnership with the business, and be accountable for whether the product drives real customer value  

• Be a big-picture thought leader — stay ahead of emerging technology, market shifts, and customer trends, and find ways to turn them into experiences that set the product apart rather than follow the market  

• Build and lead a team of product managers — hire, coach, and hold a high bar on product craft, customer focus, and decision quality  

• Raise the bar on product management practices — set the standard for discovery, working-backwards documents, prioritization, and delivery across the team, and advance the use of AI as a critical productivity tool in how the team discovers, analyzes, writes, and ships  

• Keep the team close to customers — ensure PMs are running usability tests and discovery interviews, and that what they learn changes the product  

• Make the domain-level prioritization calls — where to invest, what to defer, what to kill — based on data, customer impact, and business value, not stakeholder volume  

• Partner with engineering and design leadership — you and your team bring the “what” and “why ”;   they bring the “how” — and you align at the leadership level on roadmap, capacity, and architecture intent  

• Own the metrics — define the KPIs that matter for the domain, build the dashboards, and use them to   demonstrate   business value and ROI to leadership  

• Resolve dependencies and risks —   anticipate   what could block delivery across business, engineering, platform, and partner teams, and clear it before it does  

• Keep the product coherent across domains — look beyond your own area to spot inconsistencies and dependencies between domains, and drive their resolution in service of one connected product  

Key Decisions  

• Domain prioritization   — what the team builds, defers, or sunsets across the product domain, balancing innovation with operational stability  

• Operating standard   — the bar for product craft, the artifacts the team produces, and the decision rights between your PMs, engineering, and the business  

• Value definition and measurement   — the metrics that define success for the domain (customer outcomes, revenue, operational efficiency, satisfaction) and how performance is tracked against them  

• Cross-domain ownership and hand-offs   — where one domain ends and the next begins, who owns shared capabilities and seams, and how the hand-offs work — resolved with peer domain leaders for the good of the whole product  

• Go-to-market direction   — the launch strategy, positioning, and rollout approach, set with the business and executed by the team  

Key Relationships  

Internal:  

• Product managers   — your team. You set direction and standard; they own their domains end-to-end.  

• Engineering and design leadership   — partner at the leadership level on feasibility, capacity,   architecture   intent, and quality.  

• Technical Program Managers   —   align on   timelines, dependencies, and delivery across the domain.  

• Executive leadership (CIO, CPO, business GVPs)   — align product strategy with organizational goals and secure funding and buy-in.

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