Position Title:VP/Sr. Director, Product Management

Department: R&D

Reports To: Chief Product Officer

FLSA Status: Exempt/Non-Exempt (choose one)

Location: Remote/Hybrid

Overview

120Water is looking for a VP of Product Management to lead the next phase of our product and revenue evolution. This role is responsible for building a truly outside-in product discipline, shaping our multi-product portfolio strategy, and elevating the strategic capability of our Product organization.

You will be the executive owner of how market signals become product strategy and commercial outcomes. You’ll work closely with the senior leadership team to translate company objectives into a clear portfolio roadmap, revenue model, and operating mechanisms that the entire Product team can execute against.

This is a hands-on leadership role: you’ll think at board level, but you’ll also implement the day-to-day systems that keep us grounded in customers, competition, and data.

What You’ll Own

1. Build Outside-In Strategic Discipline

Create a systematic, repeatable approach for bringing the outside world into every major product decision.

• Design and run weekly input mechanisms, including:
  • Competitive moves tracker (what competitors launched, announced, or signaled)
  • User forums and feedback loops (top pain points, recurring requests, emerging themes)
  • Win/loss and pipeline analysis with Sales (why we win, why we lose, where we stall)
  • Support ticket trend analysis (what’s breaking, what’s confusing, what’s repetitive)
  • Market and regulatory signals (policy changes, industry shifts, new compliance drivers)
• Stand up and integrate the analytics infrastructure needed to support:
  • Product usage and funnel analytics (e.g., Pendo, in-app analytics, conversion funnels)
  • Call transcript and qualitative feedback analysis at scale
• Build a monthly synthesis process that:
  • Cross-references all signals (customers, competition, market, product performance)
  • Scores opportunities on:
    • Market pull (customer demand)
    • Strategic fit (alignment with our capabilities and positioning)
    • Business impact (ARR/ACV potential, margin impact, scale)
    • Competitive urgency (threats, gaps, time sensitivity)
  • Produces concise, 1-page briefs on the top opportunities for the executive team
• Lead quarterly deep dives on 1–2 high-potential opportunities:
  • Customer interviews and discovery
  • Competitive and landscape analysis
  • Business case modeling and scenario planning
  • Clear go / no-go decisions with defined success metrics and guardrails

Your goal in this area: make outside-in thinking part of the company’s DNA, not a one-off initiative.

2. Drive Portfolio & Revenue Model Evolution

Own the product portfolio strategy and partner with the executive team to mature how 120Water monetizes value.

• Define and maintain a portfolio strategy that balances:
  • Optimizing and deepening our current product set and programs
  • Identifying and validating new products, modules, or services
  • Exploring and validating adjacent markets and use cases
• Lead the evolution of the revenue model, including:
  • Determining the best way to optimize for growth across multiple buyer personas (e.g. both state regulators and water utilities)
  • Upsell and expansion motions that increase ACV and LTV
  • Multi-product strategies vs. single-product dependence
  • New segments, tiers, and packaging models where appropriate
• Partner closely with the SVP / CPO and executive team to:
  • Translate company-level objectives into a clear product strategy
  • Tie board-level goals (growth, profitability, strategic positioning) into specific portfolio moves
  • Build and own business cases and validation frameworks for strategic bets
  • Decide when to optimize the current portfolio vs. when to expand it
  • Think through revenue model tradeoffs (penetration vs. upsell vs. new segments)
  • Align strategic priorities with realistic execution capacity
• Ensure go-to-market alignment:
  • Work with Sales, Marketing, and Customer Success on packaging, positioning, and launch
  • Align pricing and portfolio decisions with how customers actually buy and expand

Your goal in this area: turn product decisions into clear, measurable revenue and portfolio outcomes.

3. Elevate the Product Organization’s Strategic Capability

Build a high-performing, strategically minded Product team that can operate independently at a high bar.

• Provide direct leadership and management to Product Managers:
  • Set clear expectations, operating norms, and decision-making frameworks
  • Coach PMs to connect market insights to product decisions, not just ship features
• Develop and roll out frameworks and practices that raise the bar:
  • Opportunity evaluation and prioritization models
  • Business case templates and validation playbooks
  • Standardized discovery, experimentation, and measurement practices
• Drive efficiency through modern workflows and tooling:
  • Ensure Product, Design, and Engineering are working from a single source of truth
  • Clarify roles and ownership across Product, Design, and Engineering for daily execution
• Partner on team design and growth plans:
  • Collaborate on growth paths for PMs and Design
  • Identify which organizational capabilities must mature to support the next growth phase
• Establish clear operating rhythms:
  • Cadences for strategy reviews, roadmap alignment, and decision-making
  • Mechanisms for handling strategic disagreements constructively and quickly
  • Explicit guardrails for when you’re directly involved vs. where you delegate

Your goal in this area: build a Product organization that can scale, think strategically, and operate with clarity.

Ideal Experience & Qualifications

• 10+ years in Product Management, with at least 5 years in senior leadership roles (Director, Head of Product, VP, or similar) in B2B SaaS.
• Proven experience building outside-in product systems, including:
  • Competitive intelligence programs
  • Structured user feedback loops
  • Analytics-driven decision-making (product usage, funnels, call transcripts, etc.)
• Demonstrated ability to evolve a product portfolio and revenue model, such as:
  • Launching new products or modules that created real upsell/expansion motions
  • Moving from single-product to multi-product strategies
  • Redesigning packaging, pricing, or segmentation in partnership with GTM
• Track record of building and scaling a Product organization:
  • Managing and coaching PMs (and ideally partnering closely with Design & Engineering)
  • Implementing frameworks and playbooks that became part of the culture
• Comfortable operating at two levels:
  • Strategic: partnering with executives and the board on portfolio and revenue decisions
  • Operational: personally driving the weekly/monthly/quarterly mechanisms that make strategy real
• Strong communication and writing skills:
  • Ability to synthesize complex inputs into concise narratives and 1-6 page briefs
  • Confidence to present, defend, and refine recommendations with senior leaders
• Experience in regulated or complex domains (e.g., utilities, public sector, compliance, or infrastructure) is a plus, but not required.