Senior Director, Product Management, Supply Chain

Job Summary The Senior Director, Product Management, will lead the full Exostar Supply Chain portfolio. This includes SupplyLine, DemandLine, Supplier Management, and the Marketplace initiative. These products give aerospace, defense, and other regulated manufacturing customers secure, multi-tier visibility and collaboration across their supply chains. The role owns the migration of a large, established customer base off to new products, and the scoping and delivery of new platform capability to support product-led growth focused on new customer acquisition. This is a senior leadership role. It carries direct accountability for a team of Product Managers and Product Owners, for the quality of our delivery planning, and for the outcomes of a complex, highly visible program. Key Responsibilities: Portfolio Strategy and Vision: Own the product strategy and multi-year roadmap for SupplyLine, DemandLine, Supplier Management, and Marketplace. Balance near-term migration work against long-term platform investment and manage these product lines as one portfolio rather than separate efforts. Legacy Platform Migration: Lead the Supply Chain customer migration. Plan and sequence the work, manage risk for existing customers, and apply the lessons learned from the incremental customer migrations so functional gaps are caught early rather than discovered late. Enterprise Program Leadership: Direct the scoping and delivery of new product capability for major enterprise accounts that are anchor tenants for our A&D two-sided network. Translating customer requirements and legacy workflows into a modern, differentiated, multi-tenant product rather than a one-off build for a single customer. Marketplace: Own the strategy for our Marketplace initiative delivering value for Suppliers within our A&D network and keep it aligned with the rest of the Supply Chain roadmap and delivery priorities. Evidence-Based Planning: Build delivery plans that work backward from business and customer commitments, with clear checkpoints grounded in the team's actual delivery evidence rather than top-down estimates. Customer Validation Discipline: Validate work with customers throughout development through demos, early access environments, and staged UAT, so functional and integration gaps surface early instead of at the end of a build cycle. Operating Discipline and Stakeholder Visibility: Set a consistent operating cadence for the team, including a GTM release checklist and a shared Jira/stakeholder visibility standard. Drive adoption of a single intake channel for product requests so Sales, Customer Success, and other stakeholders can see status and priorities without asking Product directly. Leadership and Team Management: Lead, mentor, and grow the Product Managers and Product Owners on the team. Size the team appropriately for the scope of the program and set measurable goals for each person. Cross-functional Collaboration: Partner with Engineering leadership on technical architecture decisions, such as modernizing the legacy platform versus building new, so product and engineering share the same view of scope, sequencing, and risk. Regulatory and Compliance Context: Understand the regulatory context our aerospace and defense customers operate under, including CMMC, DFARS, and NIST requirements, and translate that context into product requirements that protect customer trust and audit readiness. Go-to-Market Collaboration: Partner with Sales and Marketing on new product introductions and strategic sales pursuits. Support RFP responses and technical evaluations and help define what belongs in the core platform versus what is a customer-specific accommodation. Resource Allocation: Allocate product and engineering capacity across migration work, product enhancement, new product development, and support to keep delivery predictable across the portfolio. Performance Management: Report portfolio-level metrics to the CPO and executive leadership, including migration pro…

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