Job Description for Product Manager
Digital Enablement, MODE Global - Hybrid Dallas, TX or Chattanooga, TN
Why this role matters
MODE Global’s digital portfolio (MODE IQ, VPO, Capacity‑as‑a‑Service, network‑optimization modules, 3rd‑party integrations such as Greenscreens, Trucker Tools, Tabi, Highway, and Transporeon) is expanding rapidly. Reporting to the SVP, Digital Enablement, this position will be expected to scale efficiently we’re hiring a dedicated Product Manager who can untangle overlapping capabilities, surface gaps, and turn a long list of “coulds” into an executable, value‑ranked roadmap—freeing the SVP of Digital Enablement to focus on strategy, partner negotiations, and go‑to‑market.
Key outcomes you will own
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90‑Day Milestones
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6‑Month Outcomes
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12‑Month Impact
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• Audit the full tech stack (internal & vendor) and map each asset to customer/jobs‑to‑be‑done, data flows, TCO, and contractual constraints.
• Establish a single source of truth: capability matrix, dependency diagram, and ROI heat‑map.
• Publish first cut of a “stop / start / invest” recommendation.
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• Deliver board‑ready, rolling 18‑month product roadmap covering build‑buy‑partner decisions, major epics, capacity estimates, and success KPIs.
• Stand‑up lightweight portfolio governance (quarterly prioritization, stage‑gate, burn‑up reporting).
• Drive two sunset or consolidation initiatives that reduce duplicative spend and support load on TMS teams.
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• Cut redundant vendor or license cost by ≥ 12 %.
• Release at least one cross‑product feature bundle that lifts gross margin per load by ≥ X bps.
• Establish sustainable cadence where engineering commitments hit ≥ 80 % predictability and stakeholders know “what’s next” two quarters out.
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Day‑to‑day responsibilities
Tech‑stack rationalization – Maintain the capability matrix; model cost‑of‑delay vs. cost‑to‑continue for every component; recommend retire/replace/retain actions backed by data.
Roadmap creation & communication – Translate MODE’s strategic themes (margin expansion, automation, carrier retention, ESG reporting, etc.) into prioritized epics with clear acceptance criteria and value hypotheses; socialize with execs and functional heads.
Backlog & delivery leadership – Help write user stories, groom with engineering, and track sprint‑level progress across multiple squads (internal & vendor). Proactively remove blockers and escalate trade‑offs.
Data‑driven decision making – Define and monitor product KPIs (MAPE for pricing, adoption % for VPO modules, average load‑build time, etc.); run A/B or phased rollouts when appropriate.
Stakeholder management – Serve as the connective tissue among Operations, Sales, Finance, Carrier Relations, and external partners; ensure all voices are captured yet decisions are swift.
Vendor & contract insight – Partner with Legal/Procurement to assess SLAs, usage tiers, and renewal cliffs; feed findings into roadmap timing.
Change management – Craft launch plans, enablement assets, and feedback loops so new features stick in a freight‑brokerage environment of agents, employees, and carriers.
