Technology Product Owner

Quality Technology Services•Suwanee, GA

18h

About The Position

Technology Product Lead Why This Role Exists We are building a Product organization to bring clear ownership, prioritization, and outcome accountability to critical technology platforms that power our business. Today, much of our platform and systems engineering work is executed through strong teams and capable technology, but without consistent end-to-end ownership of outcomes , clear value identification , or transparent measurement of impact . Important work gets delivered, but it’s often difficult to answer fundamental questions: Why is this the right work right now? What outcomes are we driving? How do we know it’s working? The Technical Product Lead role exists to close that gap. This role establishes a single accountable owner for the “what and why” across defined product areas — while remaining close enough to execution to ensure clarity, momentum, and learning. This is a senior individual contributor role with meaningful decision authority and hands-on responsibility across both strategy and delivery. How We Think About Product Ownership We view product ownership as a continuous spectrum , not a fixed state: NOW : Capability-based ownership and platform stabilization NEXT : Value-aligned recomposition and shared accountability LATER : True end-to-end value streams with economic ownership Importantly: The work does not change. Only how we frame ownership, outcomes, and success evolves. Technical Product Leads are expected to operate comfortably across this spectrum — protecting near-term execution while intentionally shaping longer-term outcome ownership. What You’ll Own Product Leads are anchored to one or more capability-aligned product areas , such as: Core Transaction Platforms Commercial Enablement Enterprise Data & Intelligence Developer & Platform Enablement Trust, risk, and compliance While each Product Lead is assigned to a specific area, the scope is intentionally designed to evolve from platform stewardship toward outcome and value-driven ownership over time. Role Mandate As a Product Lead, you are accountable for: Defining what should be built and why Making priority and scope tradeoffs within defined investment guardrails Owning product outcomes , not just delivery Ensuring clarity and continuity from strategy through execution This role blends strategic thinking with hands-on product work . Product Leads are expected to move fluidly between defining outcomes, shaping work, and partnering with delivery teams to ensure intent is clearly understood and executed. What You’ll Do Product Vision, Strategy & Outcomes Shape and evolve product vision and roadmaps aligned to organizational goals and technology strategy Translate business objectives into clear product outcomes, hypotheses, and success measures Align platform capabilities to KPI oriented outcomes such as scalability, reliability, automation, efficiency, and risk reduction Advocate for investments that measurably improve productivity and operational effectiveness Balance short-term delivery needs with long-term strategic outcomes Hands-On Product Ownership & Execution Own product backlogs end-to-end, ensuring work is clearly defined, sequenced, and aligned to outcomes Write and refine epics, features, and user stories as needed — especially for complex, high-impact, or ambiguous work Lead backlog building and ongoing refinement to maintain a healthy, outcome-oriented pipeline of work Partner closely with engineering and architecture to shape solutions, identify dependencies, and surface risks early Validate usefulness and impact of delivered capabilities with internal users and stakeholders Leadership, Decision-Making & Collaboration Serve as the primary decision-maker for prioritization, sequencing, and scope within your product area Foster collaboration, accountability, and continuous improvement across cross-functional teams Empower teams with clarity of intent while allowing flexibility in how work is delivered Make informed decisions under ambiguity, time pressure, or incomplete information Actively remove obstacles to progress and value delivery Ceremonies, Cadence & Flow Lead or actively participate in key product-focused ceremonies, including backlog refinement and product planning Ensure shared understanding of priorities, intent, and success criteria across teams Partner with delivery leaders to support agile ways of working without becoming process-bound Adjust focus and level of involvement as products, teams, and maturity evolve Stakeholder Engagement & Communication Act as the primary liaison between engineering, architecture, business partners, and leadership Communicate priorities, progress, tradeoffs, and outcomes clearly and consistently Maintain transparency to build trust and alignment across teams and departments Continuously gather feedback and pain points to inform roadmap and backlog decisions Metrics, Learning & Value Realization Define and track KPIs tied to efficiency, performance, reliability, and business impact Use data and analytics to inform prioritization and validate hypotheses Monitor adoption and outcomes of delivered capabilities Translate results and learning into roadmap and backlog adjustments

Requirements

8+ years of experience in technical product management , technical product leadership, or related roles
Demonstrated ability to own outcomes and operate hands-on at the delivery level
Experience writing epics, features, and user stories in complex technical environments
Proven ability to make prioritization and scope tradeoffs aligned to business value
Strong analytical and problem-solving skills with a data-driven mindset
Experience partnering closely with engineering, architecture, and operations teams
Comfort operating in ambiguity and influencing without formal authority
Strong communication skills across technical and non-technical audiences

Nice To Haves

Background in platform engineering , infrastructure , DevOps , SRE, or enterprise systems
Experience in organizations transitioning from project-centric to product-centric models
Familiarity with agile and lean product practices in enterprise environments

Responsibilities

Defining what should be built and why
Making priority and scope tradeoffs within defined investment guardrails
Owning product outcomes , not just delivery
Ensuring clarity and continuity from strategy through execution
Shape and evolve product vision and roadmaps aligned to organizational goals and technology strategy
Translate business objectives into clear product outcomes, hypotheses, and success measures
Align platform capabilities to KPI oriented outcomes such as scalability, reliability, automation, efficiency, and risk reduction
Advocate for investments that measurably improve productivity and operational effectiveness
Balance short-term delivery needs with long-term strategic outcomes
Own product backlogs end-to-end, ensuring work is clearly defined, sequenced, and aligned to outcomes
Write and refine epics, features, and user stories as needed — especially for complex, high-impact, or ambiguous work
Lead backlog building and ongoing refinement to maintain a healthy, outcome-oriented pipeline of work
Partner closely with engineering and architecture to shape solutions, identify dependencies, and surface risks early
Validate usefulness and impact of delivered capabilities with internal users and stakeholders
Serve as the primary decision-maker for prioritization, sequencing, and scope within your product area
Foster collaboration, accountability, and continuous improvement across cross-functional teams
Empower teams with clarity of intent while allowing flexibility in how work is delivered
Make informed decisions under ambiguity, time pressure, or incomplete information
Actively remove obstacles to progress and value delivery
Lead or actively participate in key product-focused ceremonies, including backlog refinement and product planning
Ensure shared understanding of priorities, intent, and success criteria across teams
Partner with delivery leaders to support agile ways of working without becoming process-bound
Adjust focus and level of involvement as products, teams, and maturity evolve
Act as the primary liaison between engineering, architecture, business partners, and leadership
Communicate priorities, progress, tradeoffs, and outcomes clearly and consistently
Maintain transparency to build trust and alignment across teams and departments
Continuously gather feedback and pain points to inform roadmap and backlog decisions
Define and track KPIs tied to efficiency, performance, reliability, and business impact
Use data and analytics to inform prioritization and validate hypotheses
Monitor adoption and outcomes of delivered capabilities
Translate results and learning into roadmap and backlog adjustments