Product Manager at E'sorae Luxury

Job ID: PM56672
Location: Lagos-Island, Lagos
Employment Type: Full-time

Job Function

• Product Manager.

Job Brief

• We are looking for an experienced Production Manager to organize and oversee the manufacturing of goods. You will be ultimately responsible for the smooth running of all production lines and the quality of output.
• We expect you to have deep know-how in production procedures. Ability to direct personnel towards maximum performance will set you apart as a leader. Decision-making and problem-solving will take up a great part of your day. If you are up to it, we’d like to talk to you.
• The goal is to ensure an efficient and productive manufacturing process that meets customer requirements.

Responsibilities

• Liaise with other managers to formulate objectives and understand requirements
• Estimate costs and prepare budgets
• Organize workflow to meet specifications and deadlines
• Monitor production to resolve issues
• Supervise and evaluate the performance of production personnel (quality inspectors, workers etc.)
• Determine the amount of necessary resources (workforce, raw materials etc.)
• Approve maintenance work, purchasing of equipment etc.
• Ensure output meets quality standards
• Enforce health and safety precautions
• Report to upper management
• Product managers are responsible for guiding the success of a product and leading the cross-functional team that is responsible for improving it. It is an important organizational role - especially in technology companies - that sets the strategy, roadmap, and feature definition for a product or product line. The position may also include marketing, forecasting, and profit and loss (P&L) responsibilities.
• Product managers provide the deep product expertise needed to lead the organization and make strategic product decisions. You are often required to analyze the market and competitive conditions, laying out a product vision that is differentiated and delivers unique value based on customer demands. The role spans many activities from strategic to tactical and provides important cross-functional leadership - most notably between engineering, marketing, sales, and support teams.
• The product manager is the person responsible for defining the why, when, and what of the product that the engineering team builds. This means they lead cross-functional teams from a product's conception all the way through to its launch.

Requirements

• Proven experience as production director
• Deep knowledge of production management
• Understanding of quality standards and health & safety regulations
• Knowledge of performance evaluation and budgeting concepts
• Experience in reporting on key production metrics
• Proficient in MS Office and ERP software
• Outstanding communication ability
• Excellent organizational and leadership skills
• Attention to detail
• Strong decision-making skills and a results-driven approach
• BSc / BA in Business Administration or relevant field is preferred
• 5 - 7 years’ experience in this field.

Skills Required:
Observer:

• The product manager sees customers, markets, and teams for what they are. The best ones can spot opportunities where others may see nothing more than a wasteland. This requires a keen ability to observe without judgment and listen deeply without speaking - no easy thing.
• Product managers do this so they can use their observations to assemble a holistic picture of where the product is currently, what customers think of it, and where it needs to go in the future.

Prophet:

• The product manager sets the vision for where the product is headed based on seeing the truth through deep observation, as described above.
• Meaningful products that solve real customer problems require profound insight and unabashed confidence to see, then build.
• And while customers often know that they have pain, it is rare to find a customer that knows exactly how to solve it.
• The prophetic product manager knows how the team should enhance the product next, even though everyone is uncertain as to what to do next.

Strategist:

• The product manager sets the product's goals and key initiatives to realize the higher-level vision.
• They start with a strategy that is market and customer-driven and thoughtfully consider the capability and potential of the organization.
• Then they establish what they want to achieve and how they will get there so the product team can work on what matters. The strategic product manager tracks the goals and makes changes to the plan accordingly.

Accountant:

• The product manager has a responsibility to own the performance of their product and that strategy. Sure, the product manager carefully sets quantifiable goals and establishes clear metrics to determine success.
• But it is not enough just to set goals and initiatives. Strategic product managers know that they cannot improve what they do not measure.
• So they keep a dashboard of performance metrics that matter to the health of the product and the business. Product managers live by those metrics and take account on an ongoing basis.

Aligner:

• The most respected product manager’s work at two levels simultaneously - driving strategic alignment within the product and product team, while making sure everyone is in sync. They also commit to making sure the strategy is deeply linked to day-to-day work.
• This high-level and task-oriented work must be aligned - by the product manager. At the most tactical level, product managers ensure feature prioritization is aligned to the strategy, build detailed cross-functional plans, and lead (maybe even cajole) the team to deliver results.

Driver:

• The product manager drives action. No one pushes the team harder to get meaningful work done. They know the importance of urgency across the team and respond to requests for information and problems quickly because they cannot afford to have the team slow down.
• Time is not something a product manager can get more of, so every day they work to ensure the product is more loved by customers than it was the day before.
• The work of a driven product manager is never done, and that is why they are eager to make an impact every day.

Fighter:

• The product manager fights to make the truth about customers and the product known and refuses to get distracted from their strategy.
• They are the first to get excited (really, really excited) when a new idea shows the potential to truly improve the product for customers. But they are also the first to say no when the shiny new idea is not aligned with the goals and initiatives.
• They will fight for the customer and for the team - because they know the two are inexorably intertwined.

Evangelist:

• The successful product manager is also the greatest marketer of the product - both internally and externally. No matter the size of the company, an internal product champion is key.
• But it is even more critical in larger companies where many product managers are often competing for shared resources. Externally, the product manager is the product's biggest fan because they are inherently tied to its success and know the value it can deliver more so than anyone else.
• The product manager is a natural evangelist who cannot help but share their enthusiasm for the today and the tomorrow of their product.

Fixer:

• The product manager fixes everything. They tune the product strategy based on meaningful analysis of what is happening. They are also the first person called upon to solve complex problems - the on-boarding experience is not driving the expected customer engagement, sales has misrepresented when a new feature will be delivered, or a partner is demanding changes to the API.
• Knowing which problems to pay attention to matters because it determines when to fix an issue, when to leave it alone, or when to allow the organization to self-correct.
• The best product managers know when they need to dig in and when not to meddle. And the fixer product manager relies on all the other skillsets (observer, prophet, strategist, accountant, aligner, driver, fighter, and evangelist) to prioritize when to do what.

Tools required are as follows:

• Product strategy and road mapping
• Analytics
• Customer feedback
• Design and wire framing
• User experience testing
• User onboarding
• Collaboration and productivity
• Project and task management

Here are the core aspects of product leadership that candidates are expected to possess:
Strategy:

• The product manager is responsible for setting a product vision and strategy. Their job is to clearly articulate the business value to the product team so they understand the intent behind the new product or product release.
• The product manager owns the roadmap and must prioritize building what matters most to achieve the strategic goals and initiatives behind the product. Releases
• Product managers must plan what their teams will deliver and the timeline for implementation. This holds true no matter which development methodology the engineering team uses.
• The product manager is responsible for defining the release process and coordinating all of the activities required to bring the product to market. This involves bridging gaps between different functions within the company and aligning all of the teams involved - namely marketing, sales, and customer support. Responsibilities also include managing dependencies in and across releases to complete release phases and milestones.

Ideation:

• Every organization wants better ideas - but it is tough to manage and prioritize them. Product managers own the creative process of generating, developing, and curating new ideas.
• They determine which ideas should be promoted into features to push the product strategy forward - namely those that will achieve key objectives for the product line and business. To this end, they also ensure that feedback and requests are seamlessly integrated into the
• ir product planning and development processes. Product managers then communicate the status of ideas back to the customers, partners, and internal team members who submitted them.

Features:

• The product manager prioritizes features by ranking them against the strategic goals and initiatives. This requires making difficult trade-off decisions based on the value that new features will deliver to customers and to the business.
• The product manager is also responsible for defining the requirements for each feature and the desired user experience. Product managers work closely with engineering on the technical specifications and ensure that teams have all of the information they need to deliver a complete product to market.
• Building great products is invigorating. Successful products are built and adopted by customers when a group of committed, focused, and passionate team members play their positions to the best of their abilities.