Product Manager - Enterprise Processes

Job Summary We are looking for a Product Manager – Enterprise Processes to own product-led transformation across the end-to-end Order-to-Cash (O2C) and Record-to-Report (R2R) processes. The Product Manager will own the roadmaps for selected enterprise products and initiatives, and the data tracks for commercial planning, long-term capacity planning, and revenue planning. The Product Manager will also use AI-assisted product development to replace legacy workflow solutions with secure, scalable, and supportable enterprise-grade products. Also, manage enterprise processes as products defining value, the needs of customers, and business owners, define the Northstar metrics, prioritize the highest-value problems, and mobilize Business and Digital teams to improve measurable business outcomes. The Product manager will create and maintain end-to-end process visibility using process mining tools to establish leading and lagging performance measures, identify root causes and improvement opportunities, and provide senior leaders with a clear, evidence-based pulse of process health, risks, outcomes and required interventions. Roles & Responsibilities A. Enterprise Data Products and Planning • Own the vision, roadmap, lifecycle, and value realization of data products, ensuring trusted and reusable data for management reporting, operational decisions, analytics, and AI. • Lead data tracks of commercial planning, long-term capacity and revenue planning. • Own Product data management platform with various functions, ensuring Product Master is first time right and enable product movement with adequate controls through the value chain without delays while playing a major role in important initiatives across functions and markets. • Use AI to prototype and build (vibe code Enterprise grade) applications to sunset legacy applications, spreadsheets, and manual touchpoints affecting master data quality and process effectiveness B. Product-led O2C and R2R Transformation • Define the product vision, strategy, roadmap and success measures for assigned O2C and R2R journeys; discover and prioritize user and business problems based on value, experience, risk, controls and delivery complexity. • Map and maintain L1-L4 end-to-end process architecture in a process mining tool across business units, geographies, roles, systems, controls and key data objects; establish trusted current-state and future-state process views. • Use process mining, and Lean methods to identify variants, bottlenecks, rework, exceptions, manual interventions, control gaps and non-value-added activities. • Partner with Business and Digital teams to deliver process, policy, data, automation, integration and operating-model improvements that address root causes and improve business outcomes. C. Process Performance and Executive Pulse • Establish a balanced measurement framework covering leading indicators, lagging outcomes, activity, controls, adoption and user experience, with clear definitions, baselines, targets, ownership and review cadence. • Create an integrated enterprise-process pulse highlighting performance trends, root causes, risks, value leakage and priority interventions; translate complex insights into concise executive narratives and decisions. • Track outcomes such as OTIF, Perfect Order Rate, Fill Rate, Revenue Growth, Customer Retention, Day 1 Month Closure, Working Capital, and Profitability.