Director, Digital Product Management
Boston, Massachusetts / $180000 - $200000
$180000 - $200000
Director, Digital Product Management
eCommerce | Internet | Tech
Hybrid | Greater Boston, MA | United States (U.S.)
$180,000 - $200,000 + Benefits + Bonus + LTI
A leading eCommerce company is looking for an experienced Director, Digital Product Management to successfully oversee the eCommerce product road mapping, experimentations, and feature optimizations to meet business growth in Massachusetts.
As Director, Digital Product Management, you will be the Head of eCommerce Product for the company in which you will own the website product roadmap, oversee the product lifecycle, and make data-driven recommendations for product/ feature optimization to drive personalization. You will be responsible for:
- Overseeing the collection, cleansing & preparation of substantial data in SQL or similar tool
- Owning the website product road map, overseeing the product lifecycle & executing product strategy
- Designing and implementing various experimentations (i.e., A/B, Multivariate, Hypothesis)
- Analyzing product features and performance; delivering data-driven insights to senior leadership
YOUR SKILLS & EXPERIENCE:
- Proven commercial experience in an Analytics, Data Science, Data, Product, or Technical Manager-type role
- Proven commercial experience within DTC eCommerce, internet, SaaS, and/or Tech spaces
- Proficient in using SQL to gather, aggregate, and manipulate large amounts of data
- Strong understanding of other data/product tools such as Jira, Python, R, Looker, and/or Tableau
- Proven experience owning data product roadmaps and overseeing product lifecycles end-to-end
- Well-versed in Advanced Analytics, AI, Data Science, ML, NLP, and Product Analytics concepts
- Strong verbal/written communication, negotiation, and presentation skills across the business
- Bachelor's degree in Economics, Engineering, Mathematics, Physics, Psychology, Statistics, or related field; M.B.A. or M.S. preferred
As Director, Digital Product Management, you can make up to a $200,000 base salary (depending on your experience).
HOW TO APPLY:
Please register your interest by submitting your resume to George Little via the apply link on this page.
Product Manager, Data Product, Product Management, Technical Product, Product Analytics, Product Roadmap, Product Lifecycle, Machine Learning (ML), Data Science, Artificial Intelligence (AI), Advanced Analytics, Customer Analytics, SQL, Jira, Google Cloud Platform (GCP), AWS, Python, R, SAS, Business Intelligence (BI), Looker, Power BI, Tableau, Qlik, Feature Optimization, Personalization, Product Optimization, Internet, Mobile App, Data Aggregation, User Experience (UX), Data Platform, Platform Modernization, A/B Test, Multivariate Test, Hypothesis Test, Statistical Test, Statistical Model, Predictive Model, Predictive Analytics, Statistical Analysis, Natural Language Processing (NLP), Experimentation, Digital Product, User Interface (UI), Conversion Rate Optimization (CRO), Google Analytics, Google Tag Manager (GTM), Snowflake, Adobe Analytics, Adobe Target, Amplitude, Search Engine Optimization (SEO), Google Search Console, Remote, Web Analytics, Digital Analytics, Boston, Massachusetts (MA), Hybrid
Is Product Analytics the new Digital Analytics? | Harnham Recruitment post
Following on from our exploration of what Digital Analytics is, and the exploration specifically of hiring Digital Insights Analysts in the North of England and Midlands, we wanted to take a look at Product Analytics, and how it differs from the standard Digital Analyst role.To help investigate the importance of Product Analytics in the current market, we have interviewed Nicky Tran, a Product Analyst at Virgin Media (Manchester).What Is A Product Analyst?In simple terms, a Product Analyst ‘’looks at the different products a company has, and then you are identifying which areas of the product can be improved or which areas can be optimised.” While Digital Analytics can inform the product lifecycle, the interesting aspect to this role is, that unlike a traditional Web Analyst role, it is more of a hybrid role. Nicky emphasised that it is ‘’an upcoming sector within the analytics community’’, providing an overlap between Digital Analytics, Customer Analytics and Data Science.The key skills and tools for this role are advanced SQL, Google Analytics, and AB testing. So how does this skillset differ from a traditional Web Analyst? Nicky suggests that while the core requirements are that of a Web Analyst, with a web role you would essentially just be using Google Analytics Data. However, as a Product Analyst, you would be using advanced SQL to access other data bases, and pull data from models, and therefore, “you are combining two sets of data to get a more insightful look”.Why Is Product Analytics Important, And Why Are They Now Becoming More Prominent On The Market?Similar to Digital Analytics roles, it is clear that with the impending digital transformation, companies are becoming increasingly data-led, especially with regards to their digital platforms (and products).As a result of the pandemic, the digital space is so much more important than ever before. Therefore, to stay competitive, and to really understand the products from the consumer perspective, companies have to provide the most personalised customer experiences to acquire and retain their consumers. As Nicky mentions, ‘It is definitely worth making an ‘inventory’ to see how to promote what you have – it is about personalising the customer journey’.What are employers looking for in a Product Analytics candidate?Product Analytics are great due to their hybridity. In the current market, where there are numerous jobs, and few candidates, a Product Analyst (technically strong in three areas) is a highly sought-after rarity.Businesses are becoming increasingly invested in Product Analytics and having a Product team that works alongside the Digital team can be beneficial; especially when companies need to stay competitive.What are Candidates looking for? Understanding the differences between a Digital Analyst, and a Product Analyst is key to understanding what a candidate is looking for. Nicky suggested that this Product Analyst role enabled her to be the ‘bridge’ between areas.So how does the future of a Product Analyst differ to that of the route of a Digital Analyst? For Nicky, this is one of the most important factors to being a Digital Analyst, as she has the option to go down the Data Science route in the future should she wish. The more technical skills she has as a Product Analyst means she is building up experience across different areas of Data & Analytics, giving her a slightly different career path, should she want to go down a more technical route.Why Choose A Product Analyst Role?“If you come from a technical background – maths, physics, computer science – and are interested in how the numbers are crunching, it is worth going into Product Analytics, as it needs a logical mathematics brain, to be able to convert it into a way which is useful to stakeholders.”From speaking to Nicky, it is clear that Product Analytics is an up-and-coming role that people don’t know enough about it. Therefore, if you are curious about Product Analytics, or any of the different roles the market has to offer at the moment, as an employer looking for help hiring, or a candidate actively or passively looking for work, Harnham can help. Take a look at our latest Product Analytics jobs, or get in touch for more information on how we can support your hiring needs.
What is Product Analytics?
What is product analytics?
Knowing how well, or not, your customers or service users interact and engage with a product is integral to the success of your business.
Whether it’s a bed from a furniture store or a button on a website, having the insight to understand how easy it is to use or how desirable it is amongst your customer base, then enables teams to go back, tweak the product and optimise it to its full potential.
This is where product analytics comes into its own. Those working within the field – product analysts – are integral in increasing conversion rates – whether that’s purchase rates or how user-friendly a product is – using a mixture of digital customer analytics and data science. From the NHS to Ikea, product analysts are highly sought after in nearly every industry as they strive to make their services and products the best they can possibly be.
What happens if work needs to be done on a product?
Initially, product analysts would undertake testing, such as AB testing, to decipher if there is a more favourable way of presenting the product or service to their customer base. They may also look at implementing tools such as personalisation, a newer capability on the market, to target their service to a specific user, making it more relevant and therefore able to boost conversion.
Once the product analysts have gathered any insights on what would optimise the tools, products, and services, these are then taken to stakeholders to kickstart the process of improvement. From here, updates are made by teams such as those in user experience (UX), and the product is re-launched and continually monitored.
The different arms of product analytics
Product Analytics, while seemingly a straightforward division of Data & Analytics, is extremely broad and split up into a multitude of sub-divisions. So, while all teams may be integral in spotting room for optimisation, their exact role will be different to another analyst.
For example, a trend analyst will analyse trends over a specific period, learning about those patterns and then optimising products or services for those times. Tesco, for instance, will be prepared to put the purchase button of turkey, pigs in blankets, and roasting potatoes at the front and centre of its website at Christmas.
Journey analysts however will measure where customers come from to engage with a product or service, be it a banner ad, an email, or a social media post. They’ll also look at where in the customer journey purchasers or users drop off, finding kinks in the service experience that need to be ironed out.
How to get into product analytics
Like the sound of what a product analyst does? Here’s how to work your way into the industry.
Most businesses will aim to hire individuals with an extremely proficient maths or statistics background; business analytics qualifications will also stand you in good stead as will data science. Additionally, you’ll need to showcase a good understanding of SQL – the tool most frequently used within the sector.
Degrees are no longer as important as they once were, especially in the current climate where there are more vacancies than skilled candidates. Many businesses are far more open to hiring potential employees who hold a few crucial skills and then upskilling them as they go, rather than finding the polished product.
However, the division doesn’t usually see graduate-level talent enter, it can take up to 18 months of work until candidates can think about becoming a product analyst. However, once you’re there you can expect a starting salary of £35,000+ and the opportunities to reach up to £120,000 per year.
Product Analytics is a relatively new division within data and analytics, but one that is gaining traction at rapid rates. By 2028, the area is predicted to be worth $16.69bn as it gains popularity across businesses worldwide, helping them to both streamline and optimise their products and services.
If you are interested in entering the world of product analytics, please speak to one of our team today or take a look at our vacancies here.
A Q&A With Dyson’s Data Governance CDO | Harnham Recruitment post
Mridul Mathur is a skilled Senior Program Director with more than 15 years of experience working in businesses from Deutschebak to Dyson. He has a proven track record of successfully delivering large and complex cross-functional programs and building high performing teams from scratch. In last five years the main focus of his work has been in the area of Data Management to address the issues and challenges organisations have faced in the wake of various new regulations.
Data Management and Data Governance are hot topics at the moment. Do you feel that attitudes have changed towards the fields since the beginning of your career?It’s been a very big shift. Going back to my involvement at Deutsche Bank around 2007, we were managing Data purely because we needed to create a Credit Risk position so that we could explain to the Bank of England and other regulators what we were doing. We didn’t really look beyond that. But now, if you look at the industry, we want to use Data to not only calculate our Risk position but to derive value out of that Data. It’s something that can give a company a competitive advantage one of those things that can significantly change a business. I personally feel that the turning point, not just for Deutsche Bank but for everybody was the market crash that happened in 2008. A lot of the company did not have Data Management skills, or the ability to bring the Data together to understand exposures. Those who had exposure against Lehman, for example, could not recover any of the money they lost. That was the big turning point for all of them, when they actually lost hundreds of millions of dollars’ worth of revenue and loans overnight. They didn’t have the right Data, in the right place, and it cost them.What major issues do you see successful Data Governance facing over the next 12 months?I think we’re still going through a phase of understanding and internalizing the issue. By that I mean that we understand that our Data is important and how it can help us not only manage Risk but create value. But, when it comes to actually applying it, we are hamstrung by two things: One is that we haven’t quite grasped the ways in which we can internalise that Data. We understand the value but the actual application is not really out there currently. Secondly, I think that in some places, we have too much activity. I’ve been in places where there have been competing Data agendas and competing Data Governance ideas. When people are not taking their organisational view and just looking to get ahead, it’s hard to achieve any real success. If you were advising a company about to commence on a large Data Management transformation project, what advice would you give them?This links to the previous point really, and it’s a bigger issue in large companies. You need to have a business approach to Data Governance, as well as the IP capabilities to deal with a project of that scale. And what you find sometimes is that multiple groups get together and they each have a different view of what good looks like. They end up not communicating throughout the organisation and properly aligning everybody’s roles and responsibilities. These different agendas then end up causing issues because everyone has a different idea of what they want. We need to be able to plan across the organization to get the right agenda and get the right properties in place. Then you can start the work, as opposed to each team just working where they think the biggest problem lies first. What would you say are the biggest threats to a successful Data Management program?Obviously the above is one, but it leads to another which is really the lack of Senior Management sponsorship. If you don’t get the right level of sponsorship, then you don’t get the mandate to do what you need. This can cause huge delays and is definitely one of the biggest threats to your program being a success. In finance, you worked within a highly regulated industry. How have your approaches changed now that you’re in a highly innovative, tech-driven environment?The approach is different. We do have challenges that others don’t, but over and above, because we innovate and create things, there is an abundance of new information. Information protection and intellectual property protection is therefore at the top of the agenda. That drives the need for effective Data Governance and it really has to be at the forefront of the approach. Data breaches have caused widespread reputational damage to companies such as Facebook and Yahoo. Have you found that companies now view Data protection as central to their commercial performance?Absolutely. People realize that they not only need Data to do their business, but they also need to protect that Data. These breaches have resulted in a greater importance being given to this function and every year I see it moving closer to the center of the organisation. There are very few large organisations left that haven’t recognized Data Protection as one of their formal functions.A lot of companies are now looking to build out their Data Protection teams from the ground up, starting with lower levels of analysts, but also management as well. It’s becoming a much greater priority and these big breaches are one of the driving factors. What do you feel will be the most effective technical advancement within Data Management in 2019?I think, from a technological perspective, we still have some way to go with digital rights management. There’s now one or two solutions that are supposed to be at Enterprise level, but they’re not enough and they’re still not joining the digital rights management side of things with the Big Data Loss Prevention side. So companies are having to rely on seeing this together with a combination of plugin software and various tools and technology. It’s sticking around the edges of the edges of a fix, but it’s not actually doing the job. I’d like to see these technologies develop because I think we’re crying for some help in this area. What is the biggest risk to their Data that businesses should be aware of?Not knowing where to get hold of Data. It is just mind boggling to me, that there has not been a single company that I have been a part of where we started a program and we knew where to get all our Data from. Obviously we knew where most of it was, but we didn’t know where else it was and that what we were looking at was a comprehensive set of maps. It just continues to be the same at every business I have worked at. What role does data governance have to play in protecting a business’ intellectual property?It plays a huge role. Firstly, a company needs to be very clear on their Data policies. This means regularly training teams on the importance of this, much like you would with health and safety. By clearly defining and educating people on the dos and don’ts of data handling you can better protect your intellectual property. I think getting the policy framework right and implementing it using digital rights management is crucial and good Data Governance relies on this. When hiring for your teams, which traits or skills do you look for in candidates?There are two key parts; one is technical and the other non-technical. In my mind, it’s less about the technical because, ultimately, I just want someone who knows how to use ‘technology x’. They need to be able to make use of Data from a database, or be able to spot Data in an unstructured environment. But, for me, the most important skill is more of a characteristic: tenacity. I use the word tenacity because you have to put yourself out there. You have to ask people questions and you have to educate them. You can’t assume that people just understand Data you’re presenting them and you have to become their friends and learn to speak their language. It also really brings in the skill of being able to work with teams and across teams. Being a team player would absolutely be top of my list. Mridul spoke to Femi Akintoye, a Recruitment Consultant in our Data & Technology function. Take a look at our latest roles or get in touch with Femi.
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