Senior Product Manager L3
Owns a product area end to end and leads large projects with little oversight.
What we expect at L3
| Scope | A whole product area and its roadmap, including large, multi-milestone projects. Understands how customers use the product and how the area serves KODE's business. |
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| Independence and judgment | Works through ambiguous problems and competing requests with little oversight, and makes sound trade-offs between value, effort and risk. |
| Customer and problem discovery | Keeps regular contact with customers, support and usage data, and finds problems and opportunities before they are requested. |
| Business and strategy | Makes clear business cases that business leaders can act on, and measures outcomes after release against the success measures set up front. |
| Shaping and delivery | Shapes multi-milestone projects, including the post-live cleanup milestone, and keeps business leaders informed of timing and scope changes before they become surprises. |
| AI-assisted delivery | Designs AI-assisted workflows the team can reuse, such as prompts, context, prototypes and review steps. |
| Communication and influence | Mentors other product managers, takes part in interviewing and hiring, and writes decisions down so people can follow them later. Trusted by engineering, design and the business. |
Growing toward L4 Lead Product Manager
What changes on the way to the next level. Use it in your quarterly career conversation to pick one or two areas to practice.
| Work across product areas |
Own several product areas, or one product end to end, and connect the roadmap across them. |
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| Shape the roadmap with the business |
Help business leaders set priorities across the company, not only within your area. |
| Improve how we work |
Improve how product finds, shapes and closes work, and help the whole team adopt it. |
| Coach other product managers |
Give specific, constructive feedback that helps other product managers grow, and set the standard for briefs and discovery. |
| Think long term |
Balance quick wins with work that sets up future growth, such as new capabilities, platform investments and cleanup. |
| AI-assisted delivery |
Set AI practice for product work, and measure whether it helps. |
At every level
Every product manager's work gets reviewed, whatever their level, and leading a project is an assignment, not a promotion. Read more on the product management overview.