Purpose
Turn the build decision from the Investment Committee into a MVP that is real enough to judge, and make sure that when an initiative fails it fails on its hypothesis rather than on an avoidable product weakness. This role owns the vision of what gets built, at what pace, and whether intended users adopt it during the MVP stages.
Key accountabilities
•Sets the vision for the build, if it scales. Write the target product profile, product requirements and acceptance criteria for every initiative funded by the pillar.
•Work directly with scrum masters, product teams and engineering teams in the Build pillar so approved work is sequenced, built correctly and delivered at pace.
•Work with users as closely as with engineers: take each increment back to the target market, convert feedback into backlog decisions and ensure the specification reflects the features that matter.
•Own product adoption during MVP stage. A portfolio failure should come from a disproven hypothesis, not a solution users could not or would not use because of preventable product choices.
•Bring product, user and technical evidence to the stage gate discussion for transitioning a MVP into a product to scale.
•Provide build estimates for externally sourced opportunities, including internal cost, capacity, time and principal delivery risks, as the counterweight to rent-or-partner proposals.
•Own end-to-end programme and project management for each funded MVP: establish the integrated plan, milestones, dependencies and decision points; manage scope, risks and change; escalate delivery constraints; and close or transition work cleanly at each gate.
Decision rights
Owns the product specification, acceptance criteria and backlog prioritisation within an approved initiative. Determines whether product and user evidence is sufficient to present at a stage gate; the Investment Committee decides whether the initiative progresses.
Required experience and capabilities
•Proven relevant experience in digital product management, product development, technology-enabled transformation or a related field (further experience required for candidates without an advanced degree).
•Demonstrated end-to-end accountability for digital products from discovery and business case through build, launch, and adoption, preferably across multiple markets.
•Has shipped digital products. Able to write and defend specifications, make trade-offs and change direction when evidence requires it.
•Credible with engineers and architects: understands technical capability, development timelines, dependencies and what is realistic to promise.
•Equally credible with commercial leaders, initiative sponsors and users. The role requires translation in both directions and the authority to hold each side to agreed outcomes.
•Highly structured, with rigorous control of scope, timeline, product quality and decision records.
•Able to estimate build cost and effort sufficiently for a meaningful rent-versus-build comparison.
•Experienced in influencing delivery teams and senior sponsors without owning the engineering resource.
The closing deadline for applications is end of day November 10th.
About the Digital Transformation Strategy
One bold way Pfizer is achieving its purpose is through its company wide digital transformation strategy, leading the way in adopting new data, modelling and automated solutions to further digitize and accelerate drug discovery and development with the aim of enhancing health outcomes and the patient experience.
