Director of Product Execution

LegitScript

3d•Hybrid

About The Position

Strategy is worth what gets delivered. At LegitScript, the Director of Product Execution owns that delivery. You will own the portfolio view, run the prioritization process, and build the operating discipline that turns product direction into shipped, measured outcomes. You are not the author of the strategy or the products — your product managers own that work — but this role exists to make it count for more. You will run prioritization on consistent criteria in a forum where the reasoning is visible, so the ranking is trusted by the teams whose work is deferred, not only the teams whose work is chosen. You will protect focus as roadmaps grow, hold every bet to a shared readiness standard, and close the loop by measuring what actually happened after launch. This is a leadership role with hands in the work: you lead through your product managers while staying close enough to the details to catch a vague requirement, an unowned dependency, or a metric that will not tell us anything.

Requirements

8+ years in product management, including 3+ years leading product managers or product teams.
A track record of delivering complex B2B software, ideally in SaaS, fintech, regtech, compliance, trust and safety, or another domain where accuracy and defensibility matter as much as speed.
Demonstrated ownership of a multi-team product portfolio, including sequencing work with visible cross-team dependencies and managing capacity across competing demands.
Experience running a prioritization process across competing domains, with an output trusted by the teams whose work was deferred as well as the teams whose work was chosen.
Experience executing a strategy you did not author, converting direction from strategy owners into delivered, measured outcomes.
Experience partnering with an engineering counterpart as a peer, with a clean boundary between product intent and technical execution.
Fluency in modern delivery practice, including incremental delivery, iterative planning, and release approaches that get value to customers early.
Enough technical depth to engage credibly with architecture and platform trade-offs, and the judgment not to mistake that for owning them.
Strong analytical practice, including defining delivery and outcome metrics, instrumenting for them, and changing course when the data says to.
Excellent written communication, with the ability to make a complex trade-off legible to an executive, an engineer, and a customer in the same document.
Comfort operating through change, including establishing durable operating practices where none exist and improving them without disrupting delivery.
A four-year college degree or a comparable blend of education and experience. We value practical skills, a strong work ethic, and a passion for learning, regardless of formal education

Nice To Haves

Experience in products that combine software automation with expert human review.
Domain experience in payments, healthcare, pharmaceuticals, supplements, financial crime, marketplaces, or advertising platforms.
Experience with platform, API, or integration products serving enterprise partners.
Experience establishing product operating discipline in an organization that did not previously have it.

Responsibilities

Own the portfolio view: what is committed, what is in flight, what is at risk, and what has been deliberately deferred.
Own the prioritization process end to end, including the cadence, the criteria, and the forum where bets are ranked and the outcome is published.
Set and hold the readiness bar for work entering the plan: a defined problem, an intended outcome, a measure, an owner, and both signatures.
Drive scope discipline, breaking large bets into increments that deliver value on their own and retiring work that no longer earns its place.
Identify and resolve cross-squad dependencies, sequencing conflicts, and capacity contention before they become delivery risk.
Own the operating cadence for product, including planning, prioritization, roadmap review, launch readiness, and retrospectives.
Run launches end to end from the product side, including readiness, enablement, communication, and post-launch measurement.
Lead, coach, and grow the product management team, owning hiring, performance, and career development.
Set the standard for product craft, including problem definition, discovery, requirements, and success metrics.
Review product managers' work and give feedback that raises the standard, from sharper problem statements to clearer requirements.
Define and track execution metrics, including delivery predictability, cycle time, scope change, and effort spent on abandoned work.
Report progress to engineering leadership, the strategy organization, and the executive team with clarity and a clear point of view.