Job Description
Director, Product Management
Department: Product
Employment Type: Full Time
Location: Remote
Compensation: $166,700 - $187,100 / year
Healthcare today is nothing short of amazing. Yet all of it only works when people connect with it. And too often, they don’t. Healthcare can be impersonal. Confusing. All elbows. The record scratch at life’s party. We’re here to help connect healthcare with the people who need it. Which is everyone. How? By listening. Collaborating. And inspiring.
Icario is the leading health action company that deeply understands people, giving our clients the data and tools they need to reach further, overcome barriers, personalize outreach, and connect with people like they’re human. Using whole person data, behavioral science, and digital-first omnichannel pathways, we build long-term value for our customers by helping them put people first and deliver better outcomes faster. This is healthcare that knows us, meets us where we are, has a relationship with us, anticipates our needs, and smoothly and consistently connects us with the right care. This is healthcare that helps everyone live better. Ultimately, our mission is to help move people to do things that are good for them! We’re excited about the path ahead—are you ready to make the world a healthier place, one person at a time?
Icario is looking for a Director, Product Management to lead the continued evolution of our next-generation engagement platform.
This is a technical product leadership role focused on building scalable platform capabilities, improving product delivery discipline, migrating from legacy platforms, and partnering closely with Engineering to define, prioritize, and execute against the product roadmap.
This role is less focused on UX ownership or product marketing and more focused on the core product management fundamentals required to build and scale a modern platform: understanding business and client needs, translating them into clear requirements, prioritizing competing work, partnering with Engineering to deliver, and ensuring new capabilities are reusable, scalable, supportable, and aligned to long-term product strategy.
The ideal candidate is a strong product leader who can operate comfortably across product strategy, technical platform development, requirements definition, roadmap planning, stakeholder alignment, and engineering execution. You do not need to be an engineer, but you must be technically fluent enough to understand platform architecture, ask strong questions, evaluate tradeoffs, and partner credibly with Engineering, Data, Operations, Product Operations, Support, and client-facing teams.
This is also a player-coach role. The Director will be expected to lead, coach, and develop Product Managers while also rolling up their sleeves to directly support discovery, requirements definition, backlog refinement, stakeholder alignment, Jira hygiene, Confluence documentation, and delivery execution when needed.
This role is not intended for a pure people leader who operates only through delegation. The right candidate will be comfortable moving between strategy and execution — setting direction, making tradeoffs, coaching the team, and personally helping clarify ambiguous requirements, unblock delivery, and improve the quality of product artifacts.
Strong fluency with Jira and Confluence is required. This person should know how to use these tools to create clarity, manage execution, improve accountability, document decisions, and support scalable product development practices.
This role will play a critical part in helping Icario continue its transition from legacy delivery models and services-heavy execution toward a scalable, product-led platform.
In this position, you will report directly to Vice President of Product.
Why We Need You
- Lead product management for Icario’s platform evolution, including new capability development, legacy platform migration, and modernization of core product workflows.
- Own roadmap planning and prioritization for platform capabilities, balancing business value, client impact, technical feasibility, operational readiness, scalability, and strategic importance.
- Partner closely with Engineering leadership to define buildable product requirements, clarify scope, sequence delivery, manage tradeoffs, and drive execution.
- Translate business, client, operational, and technical needs into clear product requirements, user stories, acceptance criteria, and roadmap priorities.
- Ensure new capabilities are designed as reusable platform patterns rather than one-off client-specific solutions wherever possible.
- Apply thin-slice MVP discipline to platform and capability development, ensuring work is broken into focused, high-value increments that reduce scope creep and accelerate learning.
- Define the minimum viable version of new capabilities, including clear problem statements, success criteria, must-have requirements, and intentional exclusions.
- Sequence platform investments in a way that delivers business value early while preserving the ability to scale, extend, and improve capabilities over time.
- Push back on over-scoped requirements, premature complexity, and edge cases that should not block initial delivery.
- Partner with Engineering to balance speed, scalability, maintainability, and iteration when defining MVP scope and future enhancement paths.
- Lead product discovery and requirements definition across cross-functional stakeholders, including Engineering, Product Operations, Operations, Client Success, Commercial, Support, Data, Analytics, and implementation teams.
- Drive clarity around what should be built, why it matters, what problem it solves, how it should work, and how success will be measured.
- Support the migration from legacy platforms to the new platform by identifying capability gaps, sequencing migration priorities, reducing dependency on legacy workflows, and ensuring continuity for clients and internal teams.
- Partner with Product Operations and Operations to ensure new platform capabilities are operationally ready, supportable, and scalable.
- Partner with Support and Client Success to identify recurring product friction, production issues, workflow gaps, and opportunities to improve platform stability and usability.
- Create stronger product discipline around requirements quality, backlog readiness, prioritization, release planning, and cross-functional decision-making.
- Use Jira and Confluence effectively to create visibility into roadmap priorities, backlog readiness, sprint/release scope, dependencies, decisions, risks, and delivery progress.
- Establish strong Jira and Confluence discipline across the Product Management team, ensuring product work is well structured, well documented, and easy for Engineering and stakeholders to understand.
- Act as a true player-coach by leading the Product Management team while also directly contributing to discovery, requirements definition, backlog refinement, prioritization, and delivery execution.
- Coach Product Managers on technical product discovery, thin-slice MVP definition, story writing, backlog management, stakeholder communication, and engineering partnership.
- Communicate product priorities, tradeoffs, risks, dependencies, and delivery progress clearly to leadership and cross-functional stakeholders.
- Build and coach product talent, creating leverage across the Product Management team.
- Embody Icario’s values.
- Product roadmap planning for assigned platform and capability areas.
- Prioritization of new platform capabilities, enhancements, migration work, and product improvements.
- Product requirements, user stories, acceptance criteria, and success measures.
- Product discovery and stakeholder alignment.
- Product backlog quality and readiness.
- Thin-slice MVP definition and scope control.
- Cross-functional product delivery partnership with Engineering.
- Capability development that supports scalable, repeatable product patterns.
- Legacy-to-new-platform migration strategy for assigned product areas.
- Product quality, release readiness, and adoption of new capabilities.
- Jira structure, backlog hygiene, and product execution visibility.
- Confluence documentation standards for requirements, decisions, capability definitions, and product context.
- Product team leadership, coaching, and delivery discipline.
- Engineering solution design, technical tradeoffs, and delivery sequencing.
- Platform architecture direction and technical dependency planning.
- Data, reporting, rules, configuration, orchestration, integrations, and operational workflow dependencies.
- Operational readiness and supportability of new capabilities.
- Production support trends, product defects, and root cause themes.
- Client-facing capability needs and business outcome measurement.
- Migration planning from legacy systems to the new platform.
- Release planning, QA, UAT, launch readiness, and post-launch measurement.
- Product strategy and executive prioritization decisions.
- Define and prioritize capabilities that strengthen Icario’s new engagement platform.
- Ensure platform capabilities are scalable, configurable, reusable, and aligned to long-term product strategy.
- Partner with Engineering to understand architectural constraints, dependencies, sequencing, and delivery risks.
- Help move the company away from bespoke delivery patterns toward more productized platform capability.
- Lead the discovery, definition, prioritization, and delivery of new product capabilities.
- Clarify the business problem, user need, workflow impact, technical dependency, and expected outcome for each capability.
- Ensure requirements are clear enough for Engineering to execute and specific enough for stakeholders to validate.
- Define acceptance criteria and success measures that support product quality and accountability.
- Identify which legacy capabilities need to be migrated, retired, replaced, or reimagined.
- Partner with Operations, Product Operations, Support, Client Success, Engineering, and Data teams to understand legacy dependencies and migration risks.
- Sequence migration work based on client impact, operational risk, technical feasibility, and strategic value.
- Reduce reliance on legacy workflows, manual processes, and tribal knowledge over time.
- Break large platform, migration, and capability initiatives into smaller, value-producing increments.
- Define MVP scope clearly, including what is included, what is excluded, and what will be handled in future iterations.
- Ensure MVPs are meaningful enough to validate business value, operational usability, and technical feasibility.
- Avoid overbuilding by focusing on the core workflow, highest-priority use case, or most important client/business problem first.
- Partner with Engineering to sequence delivery in a way that reduces risk, accelerates learning, and avoids unnecessary complexity.
- Create clear follow-on paths so MVPs do not become dead-end shortcuts or half-built capabilities.
- Help stakeholders understand tradeoffs between speed, completeness, scalability, and long-term platform strategy.
- Improve the quality and consistency of requirements, backlog readiness, prioritization, and release planning.
- Drive clearer decision-making around what enters the roadmap, what waits, and what should not be built.
- Help establish repeatable product management practices across the team.
- Ensure PMs are working with Engineering in a way that improves predictability, execution quality, and product outcomes.
- Develop a strong working understanding of the platform, including core systems, integrations, data flows, rules, orchestration, configuration, reporting dependencies, and operational workflows.
- Ask strong technical questions and translate technical constraints into product decisions.
- Partner with Engineering to evaluate tradeoffs between speed, scalability, reliability, configurability, and long-term maintainability.
- Help ensure product decisions are grounded in both business value and technical reality.
- Lead, coach, and develop Product Managers while remaining close to the details of product execution.
- Personally contribute to requirements definition, backlog refinement, product documentation, prioritization, and delivery planning when needed.
- Help the team improve the quality of epics, stories, acceptance criteria, requirements, decision records, and product documentation.
- Create a culture where Product Management is accountable for clarity, prioritization, scope control, and execution readiness.
- Operate comfortably at multiple levels — from executive roadmap discussions to detailed Jira story refinement.
- Support the team through ambiguity by helping define the problem, clarify the MVP, identify tradeoffs, and move work toward execution.
- Use Jira as a core product execution tool, not just a ticket tracker.
- Structure product work clearly across initiatives, epics, stories, tasks, bugs, dependencies, and releases.
- Ensure Jira reflects current priorities, scope decisions, backlog readiness, delivery status, and product ownership.
- Use Confluence to document product decisions, requirements, capability definitions, discovery outputs, release context, and stakeholder alignment.
- Create and maintain documentation standards that improve handoffs between Product, Engineering, Product Operations, Operations, Support, and client-facing teams.
- Help the Product team use Jira and Confluence consistently to reduce ambiguity, improve visibility, and support better delivery discipline.
What We'll Love About You
At Icario, we’re not looking for the impossible, just the exceptional. If you meet a combination of the skills below, we encourage you to apply.
- 8–12+ years of product management experience, including experience leading technical, platform, SaaS, data, workflow, or enterprise product capabilities.
- 3+ years of people leadership experience preferred, especially managing Product Managers or Product Owners.
- Experience leading product roadmap planning, requirements definition, prioritization, and execution in partnership with Engineering.
- Strong technical fluency and ability to work credibly with Engineering, Architecture, Data, Analytics, QA, and technical stakeholders.
- Experience building or modernizing platform capabilities, configuration-driven products, workflow-based products, data-driven products, or multi-tenant SaaS products.
- Experience migrating from legacy platforms, reducing technical/product debt, or modernizing product capabilities.
- Strong discipline around MVP definition, scope control, and iterative delivery.
- Ability to break complex platform capabilities into thin slices that deliver measurable value without overbuilding.
- Comfortable saying no, not yet, or later when scope expands beyond the highest-priority problem.
- Experience sequencing product work across MVP, fast follow, future enhancement, and longer-term platform investment.
- Ability to balance stakeholder expectations with technical feasibility, platform strategy, and delivery focus.
- Deep fluency with Jira and Confluence, including experience managing epics, stories, acceptance criteria, backlog structure, release scope, product documentation, and decision records.
- Strong player-coach mindset with a willingness to roll up your sleeves and work directly alongside Product Managers, Engineering, and cross-functional teams.
- Experience improving product execution discipline through better backlog hygiene, requirements quality, documentation, prioritization, and delivery visibility.
- Comfortable moving between strategic leadership and hands-on product work.
- Strong ability to coach PMs while also personally contributing to complex, ambiguous, or high-priority product work.
- Not afraid to get into the details when the team needs clarity, momentum, or stronger product judgment.
- Ability to translate complex business, operational, client, and technical needs into clear product requirements and prioritized delivery plans.
- Strong understanding of Agile product development and experience managing product work through discovery, refinement, build, release, and post-launch measurement.
- Strong prioritization skills with the ability to balance client needs, business impact, technical complexity, operational risk, and long-term platform strategy.
- Ability to lead through influence across Product, Engineering, Operations, Product Operations, Support, Client Success, Commercial, Data, and leadership.
- Excellent written and verbal communication skills, including the ability to explain product tradeoffs, technical constraints, roadmap decisions, and delivery risks to executive and non-technical audiences.
- Comfortable working in ambiguity and creating structure where ownership, requirements, workflows, or priorities are unclear.
- Healthcare, health plan, payer technology, member engagement, surveys, rewards/incentives, care management, or regulated B2B SaaS experience preferred.
The right candidate does not need to be an engineer, but should be comfortable working in technical product areas such as:
- Platform products, SaaS products, or configurable enterprise applications.
- Rules engines, orchestration platforms, workflow automation, or business configuration logic.
- Data integrations, APIs, file feeds, data pipelines, ETL/ELT, or reporting dependencies.
- Data quality, reporting accuracy, analytics workflows, and performance measurement.
- Cloud-based products, microservices, event-driven systems, or modern application architectures.
- Legacy platform migration, product modernization, or technical debt reduction.
- Privacy, security, PHI, HIPAA, or regulated healthcare data environments.
- AI, automation, predictive analytics, personalization, or decision-support capabilities is a plus, especially as the platform evolves.
This role should raise the bar for both product leadership and product execution.
The Director should be able to:
- Lead the Product Management team while staying close enough to the work to understand real delivery constraints, requirement gaps, and execution risks.
- Coach PMs through discovery, prioritization, thin-slice MVP definition, requirements writing, backlog refinement, and engineering partnership.
- Personally jump in when needed to clarify scope, write or improve requirements, structure Jira work, document decisions, or unblock cross-functional alignment.
- Use Jira and Confluence as operating tools to improve visibility, accountability, and execution quality.
- Build a team culture where product artifacts are clear, current, useful, and trusted by Engineering and stakeholders.
- Balance leadership leverage with hands-on ownership when the work requires it.
- Create clarity when product, business, technical, and operational priorities conflict.
- Make tradeoff recommendations grounded in strategy, data, client impact, and technical feasibility.
- Build trust with Engineering by bringing clear problems, strong requirements, and thoughtful sequencing.
- Build trust with business stakeholders by explaining priorities, constraints, and decisions clearly.
- Create discipline around thin-slice delivery so Product and Engineering teams can make progress without waiting for every requirement, edge case, or future-state capability to be fully defined.
- Coach PMs to define clear MVPs, manage scope, and separate must-have requirements from future enhancements.
- Help stakeholders understand that focused initial releases are not a lack of ambition; they are a way to deliver value faster, learn sooner, and build stronger platform capabilities over time.
- Help the company move from reactive product delivery toward more scalable platform development.
Success in this role will be measured by:
- Clearer platform roadmap priorities and stronger alignment across Product, Engineering, Operations, Product Operations, Support, and leadership.
- Higher-quality requirements, acceptance criteria, and backlog readiness.
- Improved delivery predictability and reduced ambiguity before work enters Engineering.
- Stronger sequencing of platform modernization and legacy migration work.
- More reusable, scalable, and productized platform capabilities.
- Platform capabilities are delivered in focused, testable increments rather than oversized releases.
- MVP scope is clear, controlled, and tied to measurable business or operational value.
- Teams are better able to distinguish between must-have requirements, fast followers, future enhancements, and unnecessary scope.
- Product and Engineering improve delivery predictability by reducing over-scoping and late-stage requirement expansion.
- Stakeholders have clearer expectations around what will be delivered now, what comes next, and why.
- Reduced dependency on legacy workflows and manual workarounds.
- Better visibility into product tradeoffs, technical dependencies, and delivery risks.
- Stronger partnership between Product and Engineering.
- Better operational readiness and supportability of new capabilities.
- Product Management uses Jira and Confluence consistently and effectively.
- Epics, stories, acceptance criteria, requirements, and product documentation are clearer and more actionable.
- Engineering has better visibility into priorities, scope, dependencies, and expected outcomes.
- Product Managers show improved discipline in backlog management, requirements quality, and delivery readiness.
- The Director is seen as both a strong leader and a credible hands-on product partner.
- Product work is easier to understand, easier to execute, and easier to track across teams.
- The team reduces ambiguity, rework, and late-stage scope churn through stronger product execution discipline.
- Product team members are more effective, more focused, and better equipped to make sound product decisions.
- Platform capabilities are increasingly aligned to long-term strategy, client value, and measurable business outcomes.
What You'll Love About Us
- 4+ weeks PTO, Summer PTO, and unlimited Health & Wellness PTO
- Competitive benefits package including: medical, dental, vision, disability, FSA, HSA, pet insurance, and more
- Generous 401k program with company match
- Company paid parental leave
- Work-life harmony
- $1,000 employee referral bonus program
- Fully remote & hybrid working models with office locations in Minneapolis, MN & Birmingham, AL
- The list goes on, apply to learn more!
JOIN US
Want to learn more about us? Visit us at icariohealth.com.
Icario is committed to fostering a welcoming, accessible, respectful, and inclusive environment that ensures equal access and participation for people with disabilities. Please let us know if you require any accommodations by including this in the Personal Summary section of your application.
Icario is proud to be an Equal Opportunity Employer. We strive to empower an inclusive workplace culture that maximizes every employee’s contribution; widens the leadership pipeline; and ultimately increases the quality of our ideas, products, and our collective mindset. The intersection of opinions and experiences is made stronger by the power of different voices, ideas, and perspectives. By championing a culture of fairness and belonging in our workforce and workplace, we're helping ensure we can meet the challenges of the future. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, protected veteran status, disability status, sexual orientation, gender identity or expression, marital status, genetic information, or any other characteristic protected by law. As this role has exposure to confidential information, a background check will be conducted upon acceptance of this role.
