Vice President Product Manager - Engineering Enablement Corporate Technology

JPMorgan Chase & Co.•Plano, TX

About The Position

As a Vice President Product Manager in Corporate Technology, you are an integral part of the team that innovates new product offerings and leads the end-to-end product life cycle. As a core leader, you are responsible for acting as the voice of the customer and developing profitable products that provide customer value. Utilizing your deep understanding of how to get a product off the ground, you guide the successful launch of products, gather crucial feedback, and ensure top-tier client experiences. With a strong commitment to scalability, resiliency, and stability, you collaborate closely with cross-functional teams to deliver high-quality products that exceed customer expectations. This is a senior individual contributor role that leads through influence. You will align priorities to broader business strategy, make hard trade-offs, remove friction and bureaucracy, and create clarity across a complex stakeholder environment. You will lead with evidence, run disciplined cadences, and escalate early when outcomes or controls are at risk. You will drive some of the program outcomes by 2027 such as realize ~$20m in avoidance cost savings, promote 8 Common Capabilities to 30%+ adoption, establish TPOM to drive PDLC across 2+ Corporate Technology Office (CTO) Towers. You are expected to drive material adoption and measurable cost avoidance within the first 6+ months. Success will be demonstrated through evidenced uptake by consuming teams, reduced duplication (including retire/avoid decisions), and transparent reporting against agreed adoption and savings metrics—not by the volume of features shipped.

Requirements

5+ years of experience or equivalent expertise in product management or a relevant domain area
Advanced knowledge of the product development life cycle, design, and data analytics
Proven ability to lead product life cycle activities including discovery, ideation, strategic development, requirements definition, and value management
Proven product management experience in platform products, shared services, developer tooling, or internal enterprise products.
Demonstrable track record driving adoption and measurable outcomes across multiple teams without direct authority.
Strong ability to quantify value (e.g., cost avoidance/time saved) and use evidence to drive decisions and trade-offs.
Excellent stakeholder management and communication skills; confident operating in senior forums.
Able to improve how teams work (cadences, decision-making, transparency) without adding unnecessary ceremony.

Nice To Haves

Demonstrated prior experience working in a highly matrixed, complex organization
Experience establishing or scaling a product operating model (TPOM/PDLC, outcome reviews, portfolio governance).
Sufficient technical fluency to partner credibly with engineering and architecture on trade-offs, operability, and adoption barriers.

Responsibilities

Develops a product strategy and product vision that delivers value to customers
Manages discovery efforts and market research to uncover customer solutions and integrate them into the product roadmap
Owns, maintains, and develops a product backlog that enables development to support the overall strategic roadmap and value proposition
Builds the framework and tracks the product's key success metrics such as cost, feature and functionality, risk posture, and reliability
Business outcomes & prioritization: Align priorities to the program outcomes, make clear trade-offs, and deliver measurable adoption and cost avoidance.
Product discovery & evidence-led decisions: Maintain a continuous discovery cadence to reduce value, usability, feasibility, and viability risks before committing delivery effort.
Adoption at scale & de-duplication: Drive behavior change, reuse, and consolidation across teams; ensure impact is measurable and evidenced.
TPOM / PDLC rollout: Help define and embed a pragmatic TPOM that improves PDLC execution across at least two CTO Towers.
Stakeholder leadership & escalation: Communicate clearly through change, create conditions for candor, and escalate early with evidence and integrity when outcomes or controls are at risk.
Operating discipline & continuous improvement: Run disciplined forums with clear purpose and outcomes; simplify processes, reduce bureaucracy, and improve quality and productivity.