Sr. Director of Product Management - Finance Path to Value

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OtherDirector Of Product Management

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Overview

About the RoleGap Inc. Finance spans FP&A, Controllership, Treasury, Tax, Brand Finance, Global Business Services, and Procurement across a $16B enterprise.

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OtherDirector Of Product Management

About the Role

~1 min read

Gap Inc. Finance spans FP&A, Controllership, Treasury, Tax, Brand Finance, Global Business Services, and Procurement across a $16B enterprise. We’re shifting to an empowered product model, and Finance is the proving ground.

You’ll be the day-to-day operational leader for Finance technology. Your VP sets the executive frame; you make it real — owning strategy execution, leading the product team, and building the working partnerships with Finance leadership that turn a service relationship into a strategic one.

You’re walking into a portfolio mid-transformation. Multiple PdMs touch Finance workstreams today and Finance experiences it as fragmented. The delivery model is evolving. Your job: unify the portfolio, stabilize delivery, partner with Finance leaders as a credible peer, and prove the product model delivers.

Responsibilities

~1 min read

Consolidate distributed Finance PdM coverage into one coordinated team with a single roadmap narrative. Finance should see one front door, not six backlogs.
Establish the operating rhythm, communication cadence, and portfolio governance that makes unified coverage real.

Co-develop the Finance product strategy with the VP. Own execution across Oracle Fusion/EPM, Anaplan, Coupa, and the reporting ecosystem.
Drive the Finance AI strategy — where AI changes how Finance operates vs. where it’s theater. Build the case, sequence the bets, manage expectations.
Make prioritization decisions grounded in evidence. Defend them.

Lead continuous discovery — regular contact with Finance users, prototype testing, evidence-based prioritization. Own business outcomes, not delivery metrics.
Bring data-driven perspective to shared decisions with Finance leadership. When you disagree on priorities, bring evidence and options — not pushback.

Lead and develop the Finance product team. Coaching cadence, capability assessment, development plans. Your team learns the craft by watching you practice it.
Model the product operating model in an enterprise Finance context where SOX compliance and month-end close aren’t optional.

Be the consistent, credible GTS presence across Finance Leadership Team domains: GBS, Finance Technology, Controllership, Finance CoE, Brand Finance, Corp Finance & Treasury, Tax & Risk.
Know when to push, when to align, when to escalate to your VP, and when to make someone else the hero.

Keep Finance systems stable during transformation — month-end close, quarter-end, SOX controls. The lights stay on.
Navigate an evolving delivery model with hybrid on/offshore teams. Build productive partnerships, maintain continuity, and ensure Finance doesn’t feel the turbulence.