Owning the outcomes for your sub-area of Orchestration over multiple quarters, not just shipping a backlog
Defining the problems worth solving in your scope by synthesising merchant feedback, payment performance data, provider behaviour, competitive moves and platform constraints
Planning and delivering initiatives independently, making real-time trade-offs on scope, sequencing and quality to protect both timelines and outcomes
Writing specs that anticipate the edge cases that actually matter in orchestration: routing logic, fallback behaviour, authentication flows, and the quirks of individual providers
Partnering closely with engineering on feasibility and technical trade-offs, in a domain where the product is deeply technical, and defining the metrics that tell you whether your sub-area is working, such as authorisation rates, conversion and cost
Owning launch readiness and driving rapid post-launch iteration based on what the data shows
Representing your sub-area to merchants and internal stakeholders, turning technical complexity into clear product decisions

A track record of owning a product sub-area or significant feature set end to end, with outcomes that can be traced back to your decisions
The ability to define problems independently from messy inputs, rather than waiting for a fully formed brief
Sound, autonomous trade-offs on scope, quality and technical debt within your scope
Real technical fluency, enough to partner with engineers on routing, processing and integration trade-offs rather than hand over requirements
Clear, structured communication that keeps engineering, design and GTM aligned and surfaces risks early
Experience in payments or fintech, particularly routing, processing, authentication or PSP integration (nice-to-have)
Comfort with data analysis to define and track outcome metrics (nice-to-have)

Product Manager – Orchestration

Key skills