Staff Product Manager, Engineering Workflow Platforms

Lucid Motors•Phoenix, AZ

7h•Onsite

About The Position

Lucid is seeking a Staff Product Manager to own a sub-set of the Engineering Workflow Platforms. This team builds and operates the software Lucid uses to run its vehicle programs, with five products currently live covering planning bill of materials, engineering change management, software feature ownership, release readiness, and test fleet and vehicle build management. These products are integrated into a single data model that reconciles six systems of record. The role requires the individual to be the product voice in front of VP-level stakeholders, drive organizational change beyond software, set product management standards for the team, and mentor junior colleagues. The position is based in Phoenix, AZ, and requires employees to be onsite five days a week.

Requirements

Substantial product management experience, including senior or lead ownership of an enterprise, internal platform, or business systems product, with a track record you can walk through end to end.
Demonstrated ownership of a system of record rather than a reporting layer, including responsibility for data correctness and for the downstream consequences of getting it wrong.
Proven ability to drive organizational change: you have retired an entrenched process or legacy tool, moved the people who depended on it, and can describe what it took.
Executive communication and influence at VP level, including making a recommendation that a senior stakeholder does not initially want to hear and getting to a decision.
Strong systems and data thinking: sources of truth, reconciliation logic, data modeling and taxonomy design, integration latency, and failure behavior when systems disagree.
Excellent written communication: strategy documents, decision records, and proposals that are read and acted on without you presenting them.
Data literacy sufficient to work independently: Jira and JQL, working SQL or equivalent, and the instinct to interrogate a number before repeating it.
Experience owning a roadmap with hard external deadlines and real dependency structure, and the judgment to phase scope so value arrives before the deadline rather than at it.
Demonstrated mentorship or practice leadership, whether or not you have carried a formal management title.
Effective use of GitHub Copilot or comparable AI assistants across research, analysis, prototyping, and drafting, with the judgment to verify output rather than trust it.

Nice To Haves

Automotive, manufacturing, aerospace, or hardware NPI domain depth: BOM structures, engineering change, phase gates, supplier quality, launch quality, or program milestone governance.
PLM experience, particularly Dassault 3DEXPERIENCE and ENOVIA, or Siemens Teamcenter or an equivalent.
Requirements management at automotive scale, including traceability across product, system, component, and functional safety levels, and migration off a legacy requirements tool such as Jama, DOORS, or Polarion.
Functional safety exposure, including ISO 26262 and ASIL decomposition, and the evidence management a safety case requires.
Phase gate or stage gate product development process governance, and the executive reporting layer above it.
Depth in the Atlassian ecosystem: Jira architecture at scale, Jira Assets as a master data model, and applications built on Atlassian Forge.
Technical background sufficient to prototype, query a warehouse, or read the code, even if you are not shipping it.
Experience in a platform team that had to earn its mandate rather than being handed one.
Experience building AI-assisted workflows into a product practice, including standards for how AI-generated analysis and specifications are reviewed.

Responsibilities

Own the strategy, roadmap, and outcomes for a major capability area, and shape the roadmap for the platform as a whole alongside the manager.
Sequence capability delivery against real vehicle program gates, and be able to state precisely which gates a given staffing or scope decision causes us to make or miss.
Stand up a committed but unstarted capability from nothing: define the scope and the phasing.
Own the platform's product narrative in Monthly Business Reviews and executive forums, reporting on adoption, data quality, and gate readiness.
Adjudicate source-of-truth decisions across systems that regularly disagree, define the reconciliation rules, and make the call when two functions want the same field to mean two different things.
Protect the integrity of the model against expedient one-off requests, and be able to explain the refusal in terms the requester accepts.
Partner with the manager on the trade-offs between what belongs in the data model, in a pipeline, in the application, and in a process outside the system entirely.
Build and hold relationships with VP-level and director-level stakeholders across Program Management, Engineering, Supply Chain, Supplier Quality, Manufacturing, and the PMO.
Drive decisions that require organizational change, not just software: process ownership, accountability boundaries, and the retirement of the spreadsheets and side systems the platform replaces.
Broker priority conflicts between functions with legitimate competing needs, and get to a decision that holds.
Represent the platform in program reviews and gate reviews so the roadmap stays tied to what programs actually need next.
Run deep discovery on the highest-ambiguity problems on the roadmap, including the ones nobody has been able to specify yet.
Write the specifications, decision records, and proposals that set direction, covering the problem, the options considered, the trade-offs, the blast radius on live production data, and the rollout and rollback plan.
Set the bar for definition quality on the team, and review the work of other product managers against it.
Own launches that carry real organizational risk: phased rollout, pilot selection, readiness criteria, executive sponsorship, and a credible fallback if adoption stalls.
Partner with Training and Communications on the enablement and change management that determines whether a launch actually lands.
Set the standards for how product work is done here: discovery, written definition, acceptance, AI Tooling, adoption measurement, and stakeholder engagement.
Mentor colleagues on the team and raise the ceiling of what they can own independently.
Provide continuity cover on portfolio priorities, so the team is not dependent on any single person remaining.