Product Manager

• Own a clearly defined area of the CMP product, with full accountability for the quality and direction of the backlog and the outcomes delivered within that area.
• Before any initiative is committed to, define a clear outcome hypothesis and a measurement mechanism.
• Maintain a well-prioritised, clearly articulated backlog. User stories define the problem and desired outcome, not the solution. Solution design belongs with the engineering team.
• Own the instrumentation requirements for every feature shipped. Acceptance criteria must include what needs to be tracked and how success will be measured.
• Lead all squad ceremonies: stand-ups, sprint planning, backlog grooming, and retrospectives.
• Own direct relationships with customers within your product area. Do not rely on Customer Success to proxy the customer voice. Own the relationship directly.
• Participate in structured customer conversations as part of the Product Trio (Product Owner, UX Designer, and Engineer).
• Bring proposals grounded in customer insight and data. Proposals come from direct customer discovery sessions, not internal assumptions or stakeholder opinions.
• Engage with the underlying problem, not the surface request. When feedback arrives, probe for the root cause before forming a view on what to build.
• Every initiative proceeds with a defined outcome hypothesis. What does success look like? How will it be measured?
• Track whether outcomes have actually been reached after delivery. Feature adoption is not enough. Confirm whether the expected customer behaviour or business outcome materialised.
• When engineering, UX, and stakeholders have competing views, the Product Owner makes the call. Decisions are made with the available evidence, the rationale is documented, and the outcome is owned.
• Use AI tools to accelerate research, synthesis, documentation, and analysis. Reinvest that time in the decisions and relationships that require human judgement.
• Own and manage roadmap candidates for your product area. Contribute well-evidenced, outcome-defined candidates to quarterly planning cycles.
• Receive and evaluate inbound requests from Customer Success and commercial teams. Assess them against the evidence bar. Where requests have merit, shape them into properly defined initiatives for quarterly planning, not ad-hoc additions to the sprint.
• Keep Customer Success and Product Marketing informed of progress, upcoming releases, and what is not coming. No should always come with a reason.
• Own the handoff to Technical Writing ahead of every release. Documentation should be ready at the point features ship.

Product Owner – CMP

• Deeply understand customer needs by spending time with customers, sales, and support and observing patterns/trends across their feedback and the market
• Assemble and grow the product team
• Define the product strategy and roadmap
• Work closely with our engineers to build new products and features
• Own decisions directly impacting the growth of Stitch’s business
• Work cross-functionally with design, data science, legal, marketing and sales to build and grow our data products

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Product Owner – CMP

Head of Product