Technology Product Leader, AI-First Modernization

UnitedHealth Group•Minnetonka, MN

8d•Remote

About The Position

This is a newly created leadership role with end-to-end accountability for the technology product organization at UnitedHealthcare Employer & Individual (UHC E&I). It exists because we are modernizing how a 50-million-member business builds and ships software — and we believe that transformation must be led by an AI-first product thinker, not a traditional roadmap manager. You will lead a Technology Product Management team (of about 75 people) through a multi-year modernization, working as the direct counterpart to our business product leader and in lockstep with engineering. Together, the three of you form the leadership triangle that owns the end-to-end roadmap: business defines the why, you define the what and the how-it-gets-built, and engineering delivers. The work spans Broker, Employer, Member, and Provider experiences — all under the constraints of a regulated, security-sensitive healthcare environment. If you are excited by re-imagining mature products with AI rather than incrementally improving them, and by leading people through that kind of change, this role is built for you. Most large healthcare organizations are talking about AI. We are restructuring how product gets built around it, and we are willing to invest in the leadership to do it right. You will have executive visibility, a real budget, a real team, and a business that touches tens of millions of Americans. The ceiling on impact here is unusually high — and so is the bar for the person who takes it on. You’ll enjoy the flexibility to work remotely from anywhere within the U.S. as you take on some tough challenges. For all hires within 30 minutes of an office in Minnesota or Washington, D.C., you'll be required to work a minimum of four days per week in-office.

Requirements

10+ years in Technology Product Management in enterprise-scale environments, with at least 5 years leading product leaders (ie, managing through other leaders)
Demonstrated experience leading a product organization through a real modernization — not a relabeling — including the people and culture work that goes with it
Proven AI-first product instincts evidenced by having personally shipped products where AI is core to the experience or the operating model, and the ability to speak with depth about where AI works, where it does not, and why
Track record of operating as the technology partner to a senior business leader, jointly owning outcomes rather than receiving requirements
Hands-on experience driving transformation of engineering processes at scale using AI (developer tooling, code generation, automated testing, AI-assisted review)
History of driving strategic differentiation through technology in complex, regulated industries
Solid organizational design, talent development, and executive communication skills, including comfort presenting to C-suite and board-level audiences

Nice To Haves

Healthcare industry experience, particularly Health Plan / Payer domain
Experience modernizing a legacy product portfolio (not just building greenfield)
Background that combines enterprise scale with startup-speed product instincts
Current residence in or willingness to relocate to Minnesota

Responsibilities

Set AI-First Product Direction: Own the vision, strategy, and integrated roadmap for technology products supporting UHC E&I, with AI as the default design assumption rather than a feature add-on.
Continuously evolve the E&I AI strategy — identifying where AI changes the product, where it changes the operating model, and where it does neither — and make those calls explicit.
Translate business priorities into technology outcomes with clear milestones tied to customer experience, business impact, and measurable ROI.
Lead the Team Through Modernization: Build, develop, and retain a high-performing Technology Product Management team capable of operating in an AI-first way; this includes upskilling existing leaders and bringing in new talent where the gap is real.
Establish operating cadences, rituals, and product craft standards that turn modernization from a slogan into daily practice.
Coach product leaders to make sharper tradeoff decisions, write better specs, and partner more effectively with engineering and design.
Manage the change-management side of modernization — the human side — with the candor and steadiness that large transformations require.
Partner with the Business Product Leader: Operate as the technology counterpart to the business product leader; jointly own the end-to-end roadmap rather than a handoff between two roadmaps.
Be the trusted translator between business intent and technical reality, including when that means pushing back on either side.
Co-define success metrics that both organizations can commit to and be measured against.
Partner with Engineering: Work shoulder-to-shoulder with engineering leadership on architecture decisions, build-vs-buy calls, platform investments, and the AI tooling that engineering itself uses.
Drive transformation of the engineering delivery process at scale using AI — code generation, testing, review, and developer productivity — in partnership with engineering, not over the top of it.
Ensure delivery commitments are realistic, dependencies are visible, and quality, security, and compliance are designed-in from the start.
Run the Portfolio: Drive collaboration across business and technology teams to eliminate duplicative investments and maximize ROI.
Establish standardized metrics and reporting consumable by both business and technology stakeholders.
Champion operational efficiency, cost optimization, and seamless user experiences across Brokers, Employers, Members, and Providers.
Promote product management best practices and elevate the broader technology product community within UHC E&I.