Director of Product, Buy

Order.co is the System of Action for the Office of the CFO, transforming the way businesses purchase and pay into an intuitive, B2C-like shopping experience. Order.co leverages embedded AI agents and embedded financial products to reinvent the way businesses connect with their vendors.

End users enjoy a seamless, zero-training buying experience, while finance and procurement leaders gain a single platform to orchestrate how the business “should operate”. The result is an all-in-one solution that serves as a gravitational pull for spend and data, automating and eliminating procurement and finance workflows from requisition to reconciliation along the way.

Order.co is on the cutting edge of B2B Agentic Commerce, poised to be the market leader in creating a more predictive, prescriptive, and personalized experience for users.

Founded in 2016 and headquartered in New York City, Order.co oversees nearly half a billion in annualized spend across hundreds of customers like WeWork, SoulCycle, Lume, and [solidcore]. Order.co has raised $75M in funding from industry-leading investors like MIT, Stage 2 Capital, Rally Ventures, 645 Ventures, and more. Order.co has been proudly named a 50 to Watch by Spend Matters and a Best Place to Work by BuiltIn and Inc. Magazine.

The role
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The Director of Product, Buy owns the buying experience and the product decisions that shape marketplace economics. This is the pillar closest to where customers experience value every day: finding the right product, at the right price, from the right supplier, and knowing what happens after the order is placed.

Catalog quality, supplier coverage, sourcing intelligence, and fulfillment reliability shape both the customer experience and the cost of serving it. You will lead product work across those levers, partner closely with Marketplace and vendor operations, and measure the contribution of Buy product changes to purchasing volume, margin, and cost-to-serve.

You will establish clear PM ownership across catalog and search, sourcing and fulfillment, and the vendor network, building and developing a team as staffing and delivery capacity permit. You will be accountable for defined outcomes, not a backlog.

What you will own

### **The buying experience

• •Catalog, search, and product discovery, including how customers find what they need and how we guide them toward better choices.
• •Sourcing and substitution: presenting alternatives on price, availability, and delivery speed, and making the better choice the easy one.
• •Cart construction, order placement, and the pre-purchase journey.
• •Fulfillment and order tracking, including how we communicate delays, exceptions, and partial shipments.
• •The experience across multi-location customers, where a regional manager, a site lead, and a central procurement team may need different views of the same activity.

### **Marketplace economics and cost-to-serve

• •Catalog coverage and quality across customer needs, including how we prioritize which gaps to close.
• •Product levers that influence marketplace margin, including sourcing, substitution, catalog quality, and the cost of fulfilling orders.
• •Product and automation changes that reduce supplier onboarding effort and cost per supplier, with Marketplace and vendor operations.
• •Product improvements to manual vendor workflows, portal automation, and exception handling. Measure their contribution to lower operating cost with the operational owner; this role does not own the vendor-operations team or its entire budget.

### **Vendor commerce integration

• •Product strategy and requirements for order transmission, supplier portals, catalog feeds, and EDI connections to vendors, in partnership with Engineering and vendor operations.
• •The product decisions that make orders reach suppliers reliably and at scale.
• •Partnership with Engineering on which integrations to build, automate, improve, or retire.

### **AI and automation within Buy

• •Evaluate AI-assisted catalog enrichment, cart optimization, sourcing recommendations, substitutions, and reordering where they can measurably improve a Buy outcome.
• •Defend each automation investment against margin, coverage, reliability, or cost-to-serve, not a demonstration.
• •Meet shared standards for evaluation quality and action instrumentation with Engineering and Data.

### **Commercial packaging and expansion

• •Recommend how Buy could be packaged, entitled, and adopted on its own, including the customer value, operational requirements, and dependencies that must be validated before a standalone offer is committed.
• •Partner with the VP of Product Management, Revenue, and Finance on packaging and pricing decisions; do not set pricing or promise an independently available module unilaterally.
• •Shape Buy-side product mechanics that could support expansion into Govern and Pay. Cross-pillar packaging and expansion strategy belongs to the VP of Product Management with commercial pa