Group Product Manager, Targets and Mechanisms Solutions (Director)

Targets and Mechanisms Solutions sits within DP&TS and delivers the digital capabilities behind target identification, mechanism understanding, and translational decision-making across integrative biology, vaccines, and cross-Research Unit software. The portfolio includes iFOX, Hermes, and Athena.

We're looking for a Group Product Manager to take DP&TS and Digital's strategy and turn it into a real multi-year roadmap and set of business priorities for this function. You'll own the outcomes across Integrative Biology, Vaccines, and the Research Units, work directly with business leaders on what they need delivered, and build the governance and investment rhythms that keep the portfolio moving as one thing instead of a pile of disconnected initiatives.

You'll own portfolio strategy, investment decisions, and delivery commitments. That means deciding what the portfolio takes on, how budget and people get allocated, and standing behind what gets promised to business leaders. You'll lead through a team of leaders (program managers, product managers, and lead business analysts) who each own delivery for their own initiatives. You won't be running execution yourself, and you won't own technical design. That's on the principal engineers.

You'll report to the Senior Director, Targets and Mechanisms Solutions, and manage the program managers, product managers, and lead business analysts on the team. Principal engineers are your closest partners. Your job is keeping priorities, requirements, and delivery plans lined up with what's actually getting built.

This role needs someone who's actually run product and program operations inside a complex matrixed org, someone comfortable building structure where there isn't much yet, tightening execution discipline, and developing people. You'll also need to work closely enough with principal engineers to catch misalignment between business priorities and technical execution before it turns into a real problem.

What a typical day looks like

Mostly operational: check-ins with program managers and business analysts, roadmap and status reviews, escalation triage, syncing with principal engineers, and pulling together the governance materials senior stakeholders need. You're the one who notices when priorities are drifting from what the business actually needs and pulls things back in line.

Key Responsibilities

Strategic Direction & Business Unit Accountability

• Turn DP&TS and Digital's strategy into long-term direction, multi-year roadmaps, and business priorities for the portfolio.
• Own portfolio-level outcomes across Integrative Biology, vaccines, and cross-RU software, and be accountable to business and DP&TS leadership for results.
• Set investment priorities and allocate budget and resources across initiatives, including iFOX, Hermes, and Athena, based on business impact.

Program, Product & Business Analysis Oversight

• Lead and develop the program managers, product managers, and lead business analysts who own delivery on individual initiatives.
• Build consistent practices for intake, prioritization, dependency tracking, and delivery reporting.
• Coach the team on execution discipline and communication so the portfolio becomes predictable, not reactive.

Portfolio Operations & Governance

• Own portfolio operations across Integrative Biology, vaccines, and cross-RU.
• Run governance forums, roadmap reviews, and escalation processes.
• Keep plans, resource assumptions, timelines, and dependencies organized enough that leadership isn't hunting for basic information to make decisions.

Partnership with Engineering Leadership

• Partner closely with principal engineers, who own technical design and direction.
• Keep business priorities, requirements, and engineering plans in sync through the product lifecycle.
• When issues come up, clarify priorities, clear administrative blockers, and escalate what needs senior attention.

Stakeholder Engagement & Business Direction

• Build real working relationships with Integrative Biology, vaccines, and RU stakeholders, plus DP&TS teams, Digital colleagues, and vendors.
• Keep execution pointed at long-term DP&TS and Research goals.
• Give stakeholders honest tradeoffs based on what the portfolio can actually deliver, not just what would be nice.

Process Improvement & Delivery Discipline

• Drive improvements to how the team plans, tracks, and communicates.
• Define the metrics that tell you whether t