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Taxfix is reorganizing into a business unit model where each BU owns a customer segment and its P&L. The platform teams—powering user management, payments, operational tooling, tax infrastructure, data extraction, and global bookkeeping—are transitioning from supporting a single product to serving as a shared foundation for every BU in the company.
As Director of Product Management, Platform, you will report directly to the Chief Product Officer and lead multiple group owners across the full platform area. Your core mandate is to make the inner source model work at scale, with multiple business units pulling on the same platform simultaneously, while ensuring the organization doesn't route around you by building the wrong things, becoming a bottleneck, or letting service debt slow down dependent teams.
Key responsibilities include:
- Own the platform product strategy and set direction for all platform teams (user management, payments, operational tooling, tax infrastructure, data extraction, bookkeeping). Make trade-offs visible and hold the line on what gets built versus what BUs own themselves.
- Run the inner source model efficiently. Define how BUs contribute, when platform teams lead versus enable, and how to keep velocity high without becoming a bottleneck.
- Lead service ownership across the platform. Work with engineering to enforce service ownership standards so BU AI builder teams can move fast without carrying maintenance work that shouldn't be theirs.
- Coordinate across business units. Absorb complexity from multiple simultaneous, sometimes competing demands on the same platform. Resolve conflicts and keep platform teams focused without creating queues.
- Allocate capacity to impact. Actively manage portfolio and team sizing across multiple group owners. Know when a team is over-invested relative to BU demand and when a platform gap is costing BUs real velocity.
- Build for AI-native infrastructure. Platform teams increasingly surface capabilities through MCPs, APIs, and SDKs. Understand this architecture, have a clear POV on where it changes platform economics, and ensure the platform serves an AI-first product organization.
- Be the BU's partner, not their gatekeeper. Build trust with BU product leaders so they come to platform early, contribute clearly, and don't route around you. Success is measured by BU autonomy, not platform output.
- Define and own platform ROI. If a platform capability isn't making BUs faster or the business more efficient, that's a prioritization failure. Own the metrics that prove platform value.
- Lead your group owners. Set the bar, give them a vision sharp enough to act on, and create conditions where ambitious work and fast execution coexist.
You should have led platform or infrastructure product at a scaling tech company and delivered results under real engineering and commercial pressure. You've owned complex, multi-stakeholder product areas and managed group owners or tech leads. You're credible in service ownership conversations, API strategy, and platform reliability trade-offs. You're fluent in AI-native tooling (MCP, APIs, SDKs) and understand how AI-first organizations consume platform capabilities. You've worked with inner source or platform-as-a-service models and know the difference between shipping the model and making it work efficiently. You have a high coordination threshold and thrive with multiple internal customers with competing demands. You measure platform success in BU velocity and ROI, not feature throughput. You have capacity planning instincts and build genuine trust with internal customers. You're genuinely AI-native, using AI in your own practice daily. You're fluent in English.
