• Own and evolve the Buyer Journey value stream (lead and opportunity management, Quote‑to‑Cash, and related Go-To-Market processes) • Act as the primary product manager across business and Information Systems teams for buyer-journey technology and business processes • Be accountable for outcomes, not just strategy — tying epics and features to real improvements in seller, partner, and buyer experience • Shape and maintain an outcome‑based roadmap that connects company strategy to concrete delivery work • Own the Buyer Journey roadmap: Define and maintain a clear, transparent roadmap across Sales, Marketing, Revenue Operations, Finance, Product, Customer Experience, and Information Systems that connects business goals to prioritized epics and features. • Start with the problem, not the solution: Lead discovery to clarify the “why” and intended outcomes before locking into technology solutions, keeping a strong outside‑in focus on buyer, seller, and partner experience. Facilitate collaborative whiteboarding and brainstorming sessions with business stakeholders to co‑create options, uncover unstated needs, and look around the corner on future impacts — then work with business SMEs, architects, and IS partners to shape and propose solution options, acting as a trusted advisor and partner on how best to enable their business outcomes, not just an order-taker for requirements. • Drive delivery and outcomes: Act as the accountable product manager from epic definition through launch and stabilization, partnering with project managers, scrum teams, Business Analysts, IS, and (over time) Enterprise Architecture. • Bridge strategy to execution: Translate company and Executive Leadership priorities into a clear, sequenced delivery plan for the Buyer Journey value stream — facilitating alignment forums and trade‑off discussions, and ensuring decisions show up as changes to roadmaps, epics, and team backlogs. • Lead and coach the Buyer Journey team: Provide day‑to‑day direction to Business Analysts and act as a visible leader to the full Buyer Journey scrum team — helping shape user stories, maintain a healthy backlog, and advise on Agile delivery best practices (e.g., slicing work, readiness, ceremonies) so that process maps, requirements, and delivery plans all ladder directly to the roadmap and outcomes you own. • Measure and communicate impact: Define and track clear business outcome metrics (e.g., lead‑to‑cash cycle time, quote/approval SLAs, renewal velocity, pipeline hygiene) and use data and telemetry to refine priorities — and, when needed, build simple, compelling business cases that connect your recommendations to expected impact on revenue, efficiency, risk, or customer and partner experience.