Director of Product

Volley Automation•Denver, CO

17h

About The Position

Volley Automation is building the future of parking through fully automated robotic parking systems. Our mission is to create sustainable parking solutions that are compact, efficient, and adaptable throughout a building’s lifecycle, while making EV charging easier and more accessible. Are you intrigued by the idea of putting cars away with robots? Do you hate parking? Do you love parking? If so, we’d love to talk. Volley Automation builds fully automated parking. Drivers hand off their car at the entry bay and walk away. From there the building takes over: AGVs move vehicles on trays, vertical conveyors move them between floors, and a controls and software stack orchestrates everything. The result is a garage that fits more cars into less concrete, in exactly the urban cores where parking is most expensive to build. Our systems go into real buildings, on real construction schedules, with real occupancy dates. That constraint shapes everything about how we build, develop, and engineer our product.

Requirements

8+ years combined, with real depth on both sides of the product owner and program execution fronts. At least 3 years owning a product and at least 3 years owning a program outcome, which may overlap
Experience with product definition and/or technical program execution with AGVs, AMRs, robotics, material handling, warehouse automation, or vertical transportation
BS in engineering (ME, EE, or CS) or equivalent hands-on background. Must be able to read an architecture, interrogate a design decision, and push back credibly on a technical effort estimate
Commercially literate enough to be believed by the CEO and the board: argues a feature in dollars, payback, and segment access
Startup mode: ambiguity, thin process, influence over authority
Travel roughly 25-35% for customers, suppliers, and installations
Applicant must provide proof of his or her eligibility to work in the United States if selected for hire.

Nice To Haves

Experience with a product where the buyer and the user are different people with different definitions of value (developer and owner on one side, driver or parking spot owner/user on the other)
Capital equipment product management: long sales cycles, six and seven figure deals, pricing and configuration structure, service and warranty definitions
Ran a design partner program, customer advisory board, or equivalent structured voice-of-customer mechanism
Safety-critical or code-regulated products (UL, ASME, NFPA, functional safety, AHJ approvals)
Productization track record: have been part of taking a system from a working first installation to a repeatable, documented, installable product
Real estate developers, general contractors, or building systems trades
Fleet software: telemetry, remote diagnostics, OTA, uptime commitments
EV charging infrastructure familiarity
Stood up product process where none existed, without importing bureaucracy
Supported fundraising or board reporting with roadmap and technical-risk material
Advanced degree, masters, MBA, PhD, or PMP/CSPO.

Responsibilities

Turn customer and market evidence into product decisions: segment definition, configuration and pricing structure, feature go/no-go. Evidence means site visits, operator and owner interviews, and win/loss definitions and not a survey deck someone else built
Articulate a product vision and get a company that does not yet agree to align behind it, in front of the executive team, the board, customers, and all the way through the entire org - especially the engineering team.
Has owned a product's direction as well as its delivery. Can point to a roadmap you authored rather than inherited, and explain what you cut and why as well as what was executed on and why
Owns a cross-functional development roadmap and plan spanning engineering, operations, commercial, and finance with time estimates that are aggressive and still real. Experience delivering this roadmap against an externally fixed date (construction schedule, customer opening, capital project milestone), where the date does not move because a certain department needs or wants it to
Runs dependency mapping, critical path, and a risk register as habits, with suppliers, contract manufacturers, integrators, and long-lead components tracked as schedule dependencies
Can close the loop from our Denver HQ and field deployments by turning commissioning, operational friction, and customer feedback into requirements and backlog items