Principal Product Manager, Platform Engineering

Microsoft•Redmond, WA

2d•$142,800 - $274,800

About The Position

Come build, from scratch, the AI-first developer platform that lets thousands of engineers ship faster and safer. We're a new Platform Engineering team building an internal developer platform, golden paths, and the developer experience for the Microsoft engineering teams behind the world's largest and most complex commerce platforms. Empower the teams that build the copilots and agents that tens of thousands of sellers, partners, and support people rely on around the world every day — global scale and reach with unbounded opportunity to make meaningful impact. The mandate is real, and the appetite is there, from leaders and teams: take the KTLO and toil out of engineers' days, make safe deployment the easy path, and make agent-driven workflows the default for how we build. We run the platform as a product — teams pick it up because it's useful, not because they're told to. What's open is the technical frontier: agents change what a platform can even do. A platform used to be bounded by what you could deterministically wire across systems, with the gaps left to people to glue by hand. Now agents can carry that ambiguous, cross-system work, and building greenfield, we get to work out how much more a platform can take on. If you'd rather ship and learn than ask permission, and you're as curious about what teams and work become in this shift as you are about the tech itself, this is the rare seat where you get to define the thing, not just run it.

Requirements

A platform-as-a-product PM who builds, a technical product manager at heart.
You've owned a developer-facing or internal product, and you prototype and analyze yourself rather than delegating every artifact.
AI-native. You use generative AI and agents to build — prototypes, tools, analyses, shipped product — not slideware about AI.
Fluent with data: product analytics and experimentation.
You define the metric that matters, instrument it, and stay honest when it says the thing isn't working.
Comfortable that adoption is earned, never mandated, and energized by earning it on the merits rather than assuming it.
Technical enough to earn engineers' trust: you can read the code, reason about the architecture, and hold your own with a senior architect on tradeoffs.
Bachelor's Degree AND 8+ years in product management or software development — OR equivalent experience.
Ability to meet Microsoft, customer and / or government security screening requirements are required for this role.
These requirements include, but are not limited to the following specialized security screenings: Microsoft Cloud Background Check: This position will be required to pass the Microsoft Cloud Background Check upon hire / transfer and every two years thereafter.

Nice To Haves

Bachelor's Degree AND 12+ years experience in product/service/program management or software development OR equivalent experience.
Hands-on experience using generative AI and agents to build (prototypes, tools, or shipped product).
Experience owning a developer-facing or platform product (an internal developer platform (IDP), developer tools, or developer experience / DevEx) as the product owner.
A track record of making product decisions from data: defining the metrics, instrumenting them, and driving the outcomes.

Responsibilities

Own the platform roadmap across the teams we serve: aggregate demand, set priorities, sequence what ships, and make the calls on what we won't build.
Own the measurement: define what "faster and safer" means, instrument it, and report the honest signal, including when the platform isn't earning adoption yet.
Prototype and build your own dashboards, tools, and analyses with agents and code, so you can test an idea or read the data without waiting on someone else.
Run the adoption motion: onboarding, docs, developer relations (DevRel), and the feedback loop that turns a useful platform into an adopted one.
Partner with the architects and engineers on what to build and why. You own the roadmap; they own the technical how.
Stay close to the teams we serve: learn their real workflows, where they lose time, and the business they're driving, and weigh the whole base fairly in what we prioritize.
Make the case to leadership and partner orgs with evidence: what the platform changed and what it costs.