Head of Product Management

The Washington Post•Washington, DC

3d•Onsite

About The Position

The Washington Post is looking for a senior leader to define how new products become durable, scalable businesses. This is a role for someone who understands that great products don’t automatically become great businesses, and knows how to close that gap. You will sit alongside Product Strategy and Product leadership, shaping how 0→1 ideas evolve into sustainable, growing lines of business. You will bring discipline to ambiguity, defining models, testing assumptions, and building the economic engines behind our next generation of products. Ultimately, this role is about turning potential into performance. The Washington Post is investing in a new generation of products, shaped by AI, changing audience behaviors, and new forms of storytelling. The opportunity is not just to build these products, but to build the businesses behind them. This role sits at the center of that challenge: You like defining how innovation turns into sustainable growth. You are ensuring we scale the right ideas—and scale them well. You like building the economic foundation for the future of The Post. If you’re someone who sees both the product and the business (and knows how to make them work together) this is that role.

Requirements

A track record of turning new products or businesses into meaningful revenue streams, not just optimizing mature ones.
Experience operating in 0→1 and 1→scale environments, where ambiguity is high and structure must be created.
Strong intuition for business models, pricing, and growth mechanics across digital products.
Ability to move fluidly between strategy and execution, from defining models to instrumenting and iterating on them.
Comfort working alongside product leaders as a true peer, influencing direction.
Analytical rigor paired with sound judgment. knowing when to follow the data and when to lead ahead of it.
Experience in subscription, marketplace, platform, or hybrid monetization models.
Clear, structured thinking and the ability to align senior stakeholders around complex decisions.

Responsibilities

Own the business model, not just the P&L. Define how new products make money, scale, and sustain themselves over time.
Partner at inception, not after launch. Work alongside Product Strategy and Product leaders from the earliest stages, shaping ideas with a clear view of viability, not retrofitting monetization later.
Turn 0→1 into 1→scale. Build the frameworks, pricing models, and growth levers that take new products from promising to profitable.
Design and test monetization systems. Subscriptions, membership, licensing, partnerships, bundles, new models, identify what works and iterate quickly.
Create economic clarity in ambiguous spaces. Establish guardrails, success metrics, and investment logic where none yet exist.
Drive portfolio thinking. Balance short-term performance with long-term bets; understand how different products contribute to overall growth and resilience.
Partner across the organization. Work closely with Product, Finance, Marketing, Revenue, and Editorial to align on priorities, tradeoffs, and outcomes.
Build the discipline of scaling. Define what “ready to scale” means, and ensure we invest behind the right opportunities at the right time.