Executive Vice President of Technical Product Management$ 800k/Year ($ 400/Hour for 40 hours of productive work per week) Remote Position Long-term
As an Executive Vice President of Technical Product Management at Crossover, you will make the critical decisions on more products each year than most product and architecture executives will make in a lifetime. Leading the design of 100’s of products across multiple domains, you will draw on your deep technical knowledge to define the long-term technical vision.APPLY NOW
As an EVP of TPM, you will work across dozens of products to understand the problems they solve and make important technical decisions that will determine their long term viability.
We believe that our approach towards Technical Product Management is truly unique. We objectively define each product in terms of the market it serves and the technology it leverages.
We uncover market-gaps or user pain-points by identifying CIV (Challenging, Important or Valuable) problems specific to that domain. We employ a standardized process to elicit relevant information from SMEs and succinctly describe each CIV Problem.
We then define Core Functionality (CFs) which the product will implement in order to address each CIV Problem. Through a combination of CIV Problems and CFs, we are in a position to analyze the product-market fit in an objective, standardized fashion. A CIV problem without any CFs is a remaining gap, while a CF which doesn’t address a CIV problem represents unnecessary complexity within the solution.
Once we have articulated the product-market fit, we turn our attention (and most of our time) towards identifying the Important Technical Decisions (ITDs) that will provide the core functionality in the most effective way.
As an EVP, you will:
Take responsibility for leading the technical growth and product differentiation across multiple companies in our portfolio.
Make long-lasting important technical decisions spanning multiple products over a number of years.
Mentor a team whose focus is on making design decisions that define the core architecture of each product.
Make critical decisions about these products and use your passion for technology to inspire debate.
Decide when and how to leverage a particular technology and maintain an active, clearly articulated point of view on core technical matters.
Solve complex, ever-changing problems across a broad and growing product portfolio.
Work closely with our F500 customer executives.
As part of a collaborative group of technical experts, you will create and iterate our process and technology playbooks, providing clear and concise guidance on how to produce each type of deliverable or when and how to apply a particular technology.
On a daily basis you will leverage your existing technical expertise and communication skills to:
Know what’s important. Understand where to focus your attention. Look for factors that impact the core of the product.
Communicate clearly and effectively. Not only should you be able to make your point concisely and unambiguously, but you also need to distill the important information from what others say and write.
Be able to simplify. Focus on the core the product, where your input can have the greatest impact.
Members of our TPM teams are not typical product managers. They do not spend their time managing engineering teams or planning sprints. Nor do they work long-term on a single project or focus on UI/UX design. As a result, no product management experience is required for this role.
A hiring event is a scheduled online event where all our relevant testing relating to a role is conducted on the same day. Submissions received during the event are graded the following week, and successful candidates notified if they have progressed to the next round which is an online interview with a Hiring Manager.
Develop and maintain your reputation as a technical visionary and industry leader
Evangelize our products to existing customers and the wider community
Articulate a product’s value in terms of the Challenging, Important or Valuable problems it addresses in the market
Lead the TPM function across a number of product ranges
Continually learn and leverage new technologies
Solve complex, ever-changing problems across a large and growing product portfolio
Engage with senior executives and convert listeners into believers
Constantly assess the technical landscape to spot future industry trends and capitalize on them
We believe in continuous growth and strive for constant improvement. As part of our TPM family, you will be exposed to a multitude of new technologies, products and industries on a daily basis, and our comprehensive suite of playbooks will equip you with the foundation to develop and enhance your existing expertise.
We also provide a unique CTO bootcamp for all new EVPs of TPM. This full-time, fully-paid training program covers all of the unique aspects within our approach to TPM, including:
SME engagement and how to elicit the important information:
How to uncover CIV (Challenging, Important or Valuable) Problems in a particular domain/industry
How to define Core Functions to address CIV problems and ensure optimal product-market fit
How to make the Important Technical Decisions to ensure that:
Core architecture decisions are not left to chance
Core functionality will be delivered effectively
Architecture and development teams are not micro-managed by imposing unnecessary constraints (low-level, unimportant decisions)
Throughout your training, you will get daily feedback to accelerate learning and growth far beyond typical classrooms or training programs.
Our curriculum includes a number of bite-sized training videos where we explain how we design great software. Here’s an example where we show you how to make and validate Important Technical Decisions.
Work ExamplesHere are two architecture playbooks that have been produced by existing members of our TPM organization on some of the latest technologies. These are both examples of what this role produces as well as valuable guides you can use to apply these patterns in your own designs.
What does a good technical product manager look like?
TPMs should be super-technical and great at connecting the CORE of the software's design decisions to the way that those decisions allow the product do the "important thing" in the best way possible. They focus on data structures & algorithms, not slick UI/UX. They write their logic/rationale down so that it can be vetted by healthy debate - or at least understood! They engage directly on the important topics. They spec important product simplifications ("non-features") as often as they spec the “must-have features”.
How would you describe a day of work as an EVP of TPM at Crossover?
If I had to describe it succinctly, I would say that the main thing the EVP of TPM does each day is to focus on a "thing" that needs a solution. It may be a data structure or an algorithm for a brand new product. It may be how to change an existing codebase to adopt some new technology component that will make the product much better, or retire a bunch of low-value code, or a variety of other problems we are trying to solve.
How many products does each role manage? What’s the typical size of each product team?
We don't limit the number of products that TPMs work on in that way. They generally work on one product at a time, and once finished solving that problem/design, they move onto another product. They may come back to a product too. We want TPMs to have continuous learning. By doing this, our TPMs learn many new technologies, design patterns and architectures, industries, and business models. We have designed our organization and processes so that this works. We like people on the team to contribute work and ideas in a fluid manner, in the same way, that great, high-caliber engineering teams all work on many different parts of the same codebase. As long as they are all of sufficient skill, collaborative, and have the right review/approval process, so the code isn't a complete mess. It may be slower in the short-term (because of ramp up) but its better in the long-term. Our engineering teams generally follow the "2 Pizza Rule" regarding size.
How are the teams formed within the actual projects?
Our view is that TPMs (and the TPM Org) should not focus on managing or influencing the engineering delivery team. We leave that to engineering management. Our TPMs focus on making the important technical decisions that in aggregate define “how the software should work to deliver customer value” and not on “how the engineering team should work to deliver the software.” An analogy would be the way an Architect's job is to clearly define the important decisions regarding the construction of a building but is not part of the building team that the construction company uses to build the building.
How do you know what insights are important?
The important decisions are always there, and they always get made one way or another. The question is whether they are made deliberately and with the gravity they require, or whether you find out how they were made after it is too late. Our process works to identify these decisions early - we invest the necessary time and skill, drive alignment and feedback from all parties, and learn and improve over time. To do this, TPMs must be very technical and able to explain the reasoning for their engineering decisions. TPMs need to see the "big picture" and focus on the important capabilities, not the many minor features. TPMs must be fast learners and great writers and know the difference between controlling what is truly "important" versus micro-managing engineering (which we do not want to do). This is the core of our 30-day CTO Bootcamp process - we, focus on our quality bar, and the goal of our processes.
How do you measure success?
This is a long answer, but the basic idea is that we define actual deliverables for TPMs. These weekly deliverables are quite structured, and we check the quality of the content within those specs. For example, we evaluate how "Important" the content is, how correct the "Technical" content is, and how clear and justified the rationale for the "Decision" is. We call those ITDs, and TPMs get feedback on the quality of their work. So, by measuring the Quality and the Quantity of work, we measure success. In the longer term, we also measure how well those decisions played out in the real world.
How does the TPM organization fit within the rest of the organization?
Our approach to Product Management is heavily technical, and that is because of our belief that the most important thing is mapping the customer problems to a 10x better engineering solution to that problem. We try to simplify and make the core of the product 10x better instead of chasing every little feature that competitors do or developing piles of minor features from the backlog. That said, we also send the core messages to marketing and sales so that they can do their job. Those core messages start with the TPM team.