Senior Product Manager

Let’s shape the future together 
We’re shaping our business around people. While our cars embrace leading-edge technologies, we never employ technology for its own sake. Quite the opposite. Instead, our focus is on adapting technology to benefit people. This philosophy extends to the sales and customer experience we aim to deliver. Do you want to be a part of creating the exciting solutions of tomorrow’s mobility? Then look no further, join us.

Let's introduce ourselves

As Senior Product Manager, Intelligent Automation (Empowered Workforce) you drive the strategy and development of products that embed automation and AI into everyday work across Volvo Cars. The mission is to shift work from repetitive tasks toward highervalue problem solving, so teams can spend more time on outcomes that matter. This role sits at the intersection of product management, automation, AI, and organizational adoption. A core part of the technology approach is Agentic AI (AI agents that can plan and execute multi-step work with appropriate guardrails), alongside workflow automation and integrations.

You will lead a cross functional product squad together with a engineering lead to build production-grade, end-to-end automation flows, while also scaling reusable capabilities so automation becomes a normal part of how every department improves work. 

Key partnership: This role works closely with the Head of Automation Engineering to align product strategy and engineering execution, and to deliver scalable, productiongrade automation capabilities. You’ll also working close with our Product Manager for AI Acceleration as well as our Program Manager for GenAI Orchestration and AI architects to drive scale and broader adoption across the full organization.

Key stakeholder: The Head of PX (HR) is a key stakeholder and partner, driving Workforce Empowerment priorities and helping ensure adoption and change management across the organization to increase the automation rate across all business functions. 

What you'll do

 

• Automation Platform (reusable capabilities and building blocks)
  
  
  • Define and evolve the core automation capabilities, standards, and reusable components that enable scale across many departments and use cases, including Agentic AI patterns (agents, tools, guardrails, evaluation, and observability). 
  • Balance self-service and guardrails so non-technical teams can benefit without creating unmanaged risk.
  • Reduce duplication by turning team-level learning into reusable patterns, playbooks, and components.
    
    
• Use Case Acceleration (end-to-end delivery with departments)
  
  
  • Work in a dedicated squad of engineers to design, build, and operate end-to-end automation flows based on use case value.
  • Partner with departments to identify high-value opportunities where automation can remove manual work, reduce friction, and improve quality and speed.
  • Translate use cases into clear problem statements, value hypotheses, and delivery slices that the squad can execute.
  • Ensure automations are production-grade: reliable, observable, secure, compliant, and maintainable.
    
    
• Adoption & Workforce Enablement (making automation part of how work works)
  
  
  • Stay close to stakeholders and end users across departments to make the value of automation tangible, build confidence, and continuously remove adoption barriers. 
  • Drive adoption by shipping workflows that fit how teams actually work, supported by enablement, documentation, and feedback loops.
  • Develop “automation capability” in the organization so teams can move from manual processes to automated workflows over time in a safe, scalable & sustainable way.
  • Build a repeatable model for intake, prioritization, governance, rollout, and continuous improvement.
  • Outcome ownership (not output).
  • Define a clear outcome strategy for Empowered Workforce (e.g., time-to-value, quality improvements, cycle time reduction, employee experience) and translate it into measurable success signals.
  • Ensure every initiative is framed as an employee problem and business impact, not a tool rollout. Actively stop, reshape, or deprioritize work that does not show outcome traction.
  • Continuous discovery and evidence-based decisions
  • Continuously engage internal users across functions to understand workflows, friction points, and automation opportunities.
  • Separate problem discovery from solution validation, and validate with real workflows.
  • Use qualitative insight and operational data to measure impact and adjust direction.
  • Cross-functional and stakeholder leadership.
  • Collaborate c