Sr. Product Manager

Vertiv•Huntsville, AL

About The Position

Modern datacenters live or die by the out-of-band path. When something goes sideways - a kernel panic, a misconfigured switch, a cluster that won’t come back from a reboot - KVM and serial console infrastructure is what gets operators back in. The teams who buy these products are pragmatic, technical, and unforgiving of marketing fluff. Reaching them well takes a product manager who understands the stack and knows how to translate that understanding into commercial outcomes. This is a Sr. Product Manager role with an unusually heavy emphasis on the go-to-market side of the product lifecycle. You’ll own how our datacenter manageability portfolio shows up in the world: what we say about it, how our sales teams and channel partners sell it, how we stack against the competition, and how it’s priced and packaged. You’ll partner closely with the core product managers driving the roadmap, but your center of gravity sits between Product, Sales, and the field - making sure great products convert into wins. If you’ve ever looked at a brilliant product losing deals it should win and thought “the problem isn’t the product, it’s everything around it” - this is that job. Why this role You’ll own a portfolio that ships in nearly every meaningful datacenter on the planet and matters most exactly when things go wrong. The customers are technical, the buying motion is real, and the market rewards clarity. You’ll have the latitude to shape how we go to market and the proximity to engineering and customers to actually make it stick.

Requirements

6+ years in product management, product marketing, or a hybrid GTM-product role, with at least 3 years on B2B infrastructure, hardware, or technical-buyer products.
Demonstrated ownership of positioning, messaging, and sales enablement for a complex technical product - not just contribution, ownership.
Comfort with the datacenter / IT infrastructure domain: server management, out-of-band access, networking fundamentals, rack-and-stack realities. You don’t need to have shipped a KVM, but you should be conversant in the world your customers live in.
Strong commercial instincts. You’ve worked closely with sales teams, sat in on customer calls, read deal desks, and understand how enterprise infrastructure buying actually happens (RFPs, channel, distribution, large-account procurement).
Track record of pricing or packaging work that moved a real metric - ASP, attach, margin, win rate.
Excellent written communication. The job lives or dies on clarity in a deck, a one-pager, or a 200-word product brief.
Comfort operating with ambiguity and across organizational seams. This role intentionally sits between functions; if rigid scope is what you want, this isn’t it.

Nice To Haves

Experience with channel-led or distribution-led GTM motions as well as direct.
Background in data center operations, IT operations management (ITOM), DCIM, or remote management software.
Hands-on familiarity with KVM-over-IP, serial console servers, IPMI/Redfish, or related management tooling.
Prior experience in a matrixed organization where product, product marketing, and field marketing are separate functions - and making the seams invisible to customers and sellers.

Responsibilities

Own positioning and messaging for the KVM and serial console portfolio. Build the value narratives, customer-facing one-pagers, solution briefs, and web content that turn engineering capability into a story buyers act on. Make sure messaging holds up under scrutiny from datacenter architects, not just procurement.
Drive sales enablement end to end. Working with marketing to build the pitch decks, demo flows, discovery guides, objection handlers, and battle cards the field actually uses. Train sellers, SEs, and channel partners directly. Measure whether enablement is moving win rates, not just whether the deck got published.
Liaison with competitive intelligence and differentiation. Maintain a living view of how we stack against direct competitors and adjacent solutions. Run win/loss analysis, dig into lost deals, and feed sharp differentiation back into both messaging and roadmap.
Shape pricing and packaging. Partner with finance, sales, and product to evaluate list pricing, discount discipline, bundling, and tiering across hardware and software components. Bring data - deal velocity, attach rates, segment economics - not opinions.
Be the customer voice in the room. Spend real time with datacenter operators, MSPs, hyperscaler buyers, and channel partners. Translate what you hear into product input, GTM motion changes, and a roadmap of commercial bets.
Partner with the broader PM team on roadmap trade-offs, especially where commercial signals - pricing pressure, competitive losses, segment shifts - should reshape priorities.