Senior Principal Outbound Product Manager - Service Collection

Atlassian•Washington, DC

30d•$189,738 - $298,450•Hybrid

About The Position

Service Collection is building the next generation of enterprise service management: a governed, connected operating system that helps organisations transform how their people, technology, and services work together. We are hiring a US-based Outbound Product Manager to turn our High Touch go-to-market plays into a repeatable product and commercial advantage. This role will work across Product, Engineering, Sales, Solutions Engineering, Marketing, Customer Success, Finance, Legal, Security, and executive leadership. The primary focus will be: Transformation & Compete: helping customers move from fragmented or incumbent platforms to a modern Service Collection operating model, with particular emphasis on competitive displacement and credible enterprise differentiation. Enterprise Trust & Compliance: translating security, compliance, data governance, residency, reliability, and regulated-industry requirements into product strategy, roadmap influence, field readiness, and customer proof. The OPM is not a quota-carrying seller, and this is not a conventional product marketing role. You will sit at the intersection of product strategy and the field as a mini GM: identifying patterns in enterprise opportunities, converting customer and competitive evidence into product action, shaping the narrative and proof points for strategic plays, and building the operating mechanisms that allow teams to execute consistently.

Requirements

Significant experience in product management, product operations, technical program management, enterprise strategy, solutions architecture, management consulting, or a closely related role in B2B enterprise software.
Experience working with complex enterprise customers and senior stakeholders across Product, Engineering, Sales, Security, Legal, or Customer Success.
Demonstrated ability to turn ambiguous customer, market, or competitive problems into a structured strategy and an executable operating plan.
Strong understanding of enterprise software buying, adoption, implementation, migration, expansion, and renewal dynamics.
Experience with one or more of: competitive displacement, enterprise transformation, platform strategy, trust and compliance, security products, regulated industries, or complex enterprise procurement.
Exceptional written and verbal communication. You can move from an executive narrative to evidence, requirements, trade-offs, and next actions without losing the thread.
Strong analytical judgment: you know how to distinguish fact, inference, hypothesis, and anecdote, and you do not overstate weak evidence.
Proven ability to influence outcomes through others without relying on formal authority.
Willingness to travel periodically for customer, field, and team engagements.

Nice To Haves

Experience in service management, IT operations, developer tooling, enterprise workflow, platform, security, compliance, or adjacent B2B SaaS categories.
Direct experience competing with or migrating from large incumbent platforms.
Familiarity with security and compliance concepts such as FedRAMP, SOC 2, ISO 27001, GDPR, HIPAA, PCI DSS, data residency, auditability, access control, and responsible AI governance.
Experience building field-to-product mechanisms, product-led sales plays, executive customer briefings, or competitive intelligence programs.
Experience with enterprise value engineering, business cases, pricing and packaging, or commercial strategy.
Experience operating across US, India, Australia, and other distributed teams.

Responsibilities

Own the operating system for the priority plays: Translate the Service Collection High Touch GTM play strategy into clear operating plans, priorities, milestones, dependencies, and decision forums.
Establish a trusted view of play health across pipeline signals, customer evidence, product readiness, competitive risk, trust and compliance gaps, and execution blockers.
Run a lightweight monthly operating rhythm with play owners and cross-functional partners; increase cadence only when execution requires it.
Define the few decisions that need executive attention, bring well-formed recommendations, and drive closure rather than creating more meetings.
Connect beachhead-play signals to the broader Transformation & Compete motion so that field evidence compounds across the portfolio.
Turn enterprise field signals into product strategy: Build a systematic feedback loop across strategic accounts, win/loss evidence, customer advisory conversations, sales engineering, support, and implementation teams.
Separate recurring market evidence from one-off requests and distinguish table stakes, differentiated capabilities, packaging gaps, delivery gaps, and enablement gaps.
Quantify the commercial and customer impact of the most important gaps where data is available; make uncertainty explicit where it is not.
Produce concise, executive-ready briefs that answer: what is changing, why it matters, how strong the evidence is, what we should do, and what decision is required.
Make sure customer and competitive claims are evidence-backed, current, and usable by Product, Sales, Marketing, and leadership.
Lead cross-functional execution without formal authority: Align senior stakeholders across Product, Engineering, GTM, Finance, Legal, Security, Marketing, Customer Success, and executive leadership around a small number of outcomes.
Create clarity when ownership is distributed or ambiguous; make handoffs explicit and surface risks early.
Facilitate difficult trade-offs across customer impact, strategic differentiation, revenue potential, delivery cost, trust risk, and operational complexity.
Use written decision records, clear action owners, and measurable follow-through to keep momentum across time zones.
Represent the play strategy in selected leadership, field, and customer forums with confidence and precision.
Build durable mechanisms, not one-off heroics: Create reusable playbooks, templates, dashboards, briefing formats, evidence standards, and operating cadences that scale beyond one person or one account.
Establish definitions and measurement for play health, product readiness, trust readiness, competitive momentum, and field adoption.
Continuously improve the operating model based on what is and is not helping teams win.
Coach partners on how to use the mechanisms without becoming the permanent coordination bottleneck.