Lead Product Manager

Payments, identity, marketing technology Most platform jobs are maintenance work on foundations somebody else poured. This one is not. DigitalZone runs a digital goods and top-up business, a ticketing platform and a regulated trading venue across Iraq and the region.

Today they share rails that were built to serve one product and now serve four.

Your job is to turn that into a real platform: payments that move customer money reliably, an identity that belongs to us rather than being borrowed from a partner, and marketing technology that can reach and personalise for every customer we have. Get it right and four product squads move faster than they could alone.

Get it wrong and nobody ships, and everyone blames the roadmap. The hard part Payments here are not a Stripe integration. It is a cash-heavy market, local rails, telecom billing, agent networks, and fraud that adapts faster than the release cycle.

Every control you add prevents loss and costs conversion, and you will be the one who has to say which number wins. Identity is harder still. A large share of our customers reach us through a partner's login today.

Migrating them to an identity we own, without losing them on the way across, is the single most consequential product problem in the company. It has no clean playbook and no second attempt.

What you'll do Own the roadmap across payments (orchestration, rail integrations, authorisation rates, retries and routing, refunds, disputes, reconciliation), identity (company-owned identity, one unified profile, verified contact and consent) and marketing technology (event and campaign infrastructure, direct reach, attribution, personalisation delivery) Run the payment funnel as numbers: authorisation rate by rail, failure taxonomy, cost per transaction, fraud loss and chargebacks against the friction each control adds Take company-owned identity from near zero to the majority of monthly actives, including the migration path and the day the partner login stops being the front door Treat the vertical squads as your customers: contracts, docs, self-serve, measured adoption, and no tolerance for four half-maintained copies of the same capability Align engineering, security, fraud, finance, compliance and marketing.

Platform ships only through other teams, so alignment is the job, not overhead on it Run the loop and hold others to it: hypothesis, minimum detectable effect, decision rule, recorded ship or kill verdict after launch Design PCI scope, personal data handling and consent in, rather than retrofitting them Lead 3 to 6 PMs and raise the standard of their work, starting with their writing Requirements 6+ years in product management, 2+ leading PMs or owning a platform domain as its senior product voice Payments shipped in production.

Hard requirement: provider integration, orchestration or routing, authentication flows, settlement, chargebacks or fraud controls, owned end to end Real depth in identity or marketing technology, and credible reasoning across both Evidence of consolidating duplicated capabilities, and of setting standards other teams adopted because they were good rather than mandated Technical fluency to hold your own in an architecture review.

You read an API contract unaided and you know why idempotency and webhook retries decide whether an integration survives a bad week Your own SQL, and the metric definition agreed before the feature Influence without authority, including with people who do not agree with you yet AI-assisted working by default, without shipping output you cannot explain Nice to have Payments in Iraq, MENA or another emerging market: local rails, cash-heavy behaviour, telecom billing, wallet and agent networks Decoupling a product from a dominant partner's authentication or distribution Platform work serving several business units with separate P&Ls Arabic What We Will Not Pretend The foundations are uneven, some of the roadmap is inherited, and the identity migration will be the hardest th