#### **About the Job:
LaunchDarkly is the runtime control plane for the AI software development lifecycle (AI-SDLC). Thousands of engineering organizations, including more than a quarter of the Fortune 500, use LaunchDarkly to ship, measure, and control every change that reaches production, whether it is written by people or by AI. Feature management built the company. The next chapter is bigger: as the cost of writing code falls and the volume of change outpaces human review, the constraint is moving from writing software to controlling it. LaunchDarkly is building the critical infrastructure for the AI-SDLC. Customers build their own software factories. We build the rails they run on.
We are hiring the leader of Product Management for LaunchDarkly. Reporting to the Chief Product Officer, you will own the product management organization end to end: the people, operating system, roadmap commitments, and commercial outcomes across every product pillar. You will sit at the technology leadership table as the Product Management peer to the heads of Engineering and Product Design.
The CPO sets the company's product vision and strategic direction. You will build and run the product organization that turns that direction into a coherent portfolio, shipped outcomes, customer adoption, and revenue growth. This is a hands-on operating role for a product leader who knows how to build the machine, make the tradeoffs, and finish the work.
#### **Responsibilities:
- •Lead cross-functional product leadership. Serve as the product counterpart to Engineering, Product Design, Marketing, Sales, Customer Success, and Finance. Resolve cross-functional tradeoffs, establish shared commitments, and ensure LaunchDarkly presents one coherent product strategy to customers and the market.
- •Build and lead the product management organization. Design the organization intentionally, allocate resources effectively, maintain a high talent bar, build succession plans, and establish clear ownership for every product surface a customer or sales representative may ask about.
- •Own the product operating system. Establish the cadence that turns strategy into shipped software and met goals, including quarterly commitments, leadership reviews, squad-level inspection, launch briefs, new product introduction (NPI), and the product-to-field handoff. Make execution predictable enough that the executive team does not have to ask whether something shipped.
- •Drive roadmap delivery across every product pillar. Lead execution across Enterprise, Foundation, Observability, Experimentation, Agent Control, Automation, and the platform beneath them. Build a culture of doing what we say we are going to do.
- •Create portfolio discipline without slowing the company down. Ensure new bets enter the portfolio through explicit decisions rather than hallway conversations, while preserving the flexibility to respond to market changes. Marketing dates should be commitments the product organization can confidently support.
- •Drive finishing. A product is not done when version one ships; it is done when the team has iterated based on learning. A launch is not done when it ships; it is done when the field is amplifying it. A process is not done when it is written; it is done when it creates leverage for the team.
- •Own packaging execution and commercial outcomes. Lead how pricing and packaging land in the product and in the field so every representative can sell the full platform and every pillar contributes to its commercial goals.
- •Stay close to customers and the field. Spend time with the largest customers and most demanding evaluators, translate what you learn into product decisions, and build a process that brings customer and field insight into the roadmap at scale.
- •Use AI to increase product and engineering leverage. Help the organization adopt AI-assisted development and product practices in ways that increase delivery speed while maintaining quality and judgment.
#### What Success Looks Like in Your First Year:
- •The organization is complete. The leadership model is in place, product lines have the right pillar leadership, spans and layers are intentional, decision rights are clear, succession risks are understood, and the organization can continue to scale.
- •Delivery increases every quarter. Shipped output per team rises quarter over quarter as AI-assisted development compounds, with quality holding.
- •The operating system runs without the CPO driving it. Reviews, check-ins, launch briefs, and NPI happen on cadence and at a consistent bar.
- •The portfolio is staffed. Every initiative in flight has an explicit staffing decision and plan behind it.
- •The numbers move. Activation, attach, activity, and expansion targets for each pillar respond to the organization's inputs.
- •The team is stronger than you found it. Product managers have more leverage, complementary strengths are valued over a uniform mold, and eve