Sr. Principal, Product Manager - Agentic & Platform

Own the strategy and roadmap for Conduct’s agentic and platform capabilities: the API, MCP, and headless workflow surfaces that serve both human users and AI agents on a unified workflow layer and audit trail.

Define the API surface as product: alert queues, review actions, reason-code taxonomies, workflow configuration, and the programmatic contracts that agents call. These are product decisions, not engineering ones.

Build the extensibility model: how sophisticated customers and external or agentic systems build on the platform, including developer-facing documentation and the packaging that frames what is a subscription tier, what is usage-based, and what justifies a premium price point.

Partner with the AI/ML product team on the boundary between the intelligence layer and the workflow layer that agents call. Keep the workflow contract clean so agents call the Conduct workflow layer while the intelligence layer powers it from beneath.

Own non-functional requirements as first-class product requirements: scale, performance, reliability, and the security posture that Tier 1 financial institutions require in diligence. Treat security, telemetry, and reliability as product surfaces.

Translate the diligence and regulatory-examination bar of the world's largest banks into a defensible non-functional roadmap. In a regulated compliance product, a gap in any of these carries real risk.

Define product requirements for agentic workflows such as review, analyst assist, auto-sampling, and automations, operating on the same behavioral data asset and audit trail as human users.

Ensure every agent's action is captured, explainable, and defensible to the same standard as an analyst decision, so the audit trail holds up to regulatory examination.

Partner with Engineering on capacity allocation, release readiness, and operational discipline. You bring specifications complete enough for engineering to build without coming back for clarification.

Partner with AI/ML, Data Science, Professional Services, and Customer Experience to translate customer pain into defensible priorities. Show up where customers are, not just where internal stakeholders are.

Maintain a clear view of the competitive landscape and develop differentiated positioning grounded in product reality.

Set the standard for platform and API/MCP product craft on the product team: problem framing, evidence-based prioritization, and outcome measurement. You raise the bar through your own work and through influence, not through direct reports.

Mentor product managers on platform and agentic thinking. This is a dotted-line, lead-through-influence role, not a people-management one.