Product Owner, Integrated Business Planning

Scout Motors is building its Integrated Business Planning (IBP) capability from the ground up. We have a working proof-of-concept for our Integrated Business Planning planning tool, but the production-grade platform - the one that will run our executive planning forum and coordinate demand, supply, capacity, constraints, scenarios, and decisions as we scale to volume production - still needs to be built. That is this role. 

As Integrated Business Planning Product Manager, you will own the product vision, roadmap, and prioritization for this platform. IT owns delivery and the technical backbone and you will be IT closest partner, defining the requirements, planning logic, user experience, and decisions the system must support. You will sit at the intersection of business planning, supply chain, manufacturing, procurement, finance, and technology, and you will be accountable for one outcome above all: making the platform the single, trusted source of truth for Scout’s integrated business planning decisions. 

The core of the product is a single, integrated planning artifact: demand outlook, production plan, procurement and supplier constraints, capacity and inventory implications, financial impacts, scenarios, risks, decisions, and actions. Defining that artifact well so it reflects the real planning process and drives high-quality tradeoff decisions in the executive forum is the heart of the role. 

What you’ll do

Become part of an iconic brand that is set to revolutionize the electric pick-up truck & rugged SUV marketplace by achieving the following:

• Product vision and roadmap. Set the direction for the Integrated Business Planning platform, convey that vision to the build team, and translate business requirements into a sequenced roadmap of product features. Make the hard calls on what to build first, what to defer, and what not to build at all. 
• The core planning artifact. Define and evolve the integrated view at the center of the executive planning forum: demand outlook, production plan, procurement and supplier constraints, capacity and inventory implications, financial impact, scenarios, decisions, and actions, so it mirrors how Scout actually plans and decides. 
• Backlog refinement and acceptance criteria. Own backlog refinement end to end: write clear user stories, keep acceptance criteria testable and tied to IBP value delivery, and validate delivered features and enhancements against those criteria so they support end-to-end IBP execution. 
• Partnership with the build team. Translate planning logic into clear product requirements, user stories, and acceptance criteria. Work together with IT and data teams on architecture, data flows, integrations, reporting logic, user access, testing, and support model. They deliver; you own the what and the why, and you hold the quality bar on the result. 
• Stakeholder discovery and alignment. Sit between the product/dev team and the IBP and business functions—Production, Procurement, Supply Chain, Commercial, and Finance—to align