Senior Product Manager owns a vertical product portfolio and is accountable for new enrollment growth within it, weighted toward enrollment in recently launched programs. You decide what we build, what we upgrade, and what we retire, and you bring it to market faster than we do today. You operate as part of a standing cross-functional team for your vertical that brings together product, marketing, academic leadership, enrollment, student success, and operations. The team meets on a regular cadence and carries shared accountability for total enrollment in the vertical. Your seat at the table is the growth of the product portfolio: making new and upgraded programs a larger, more reliable driver of enrollment. What You Own: Recommend which programs in your portfolio launch, upgrade, or sunset each quarter, and carry those recommendations into regularly scheduled decision meetings. Ensure decisions occur in the room and are carried out with speed and fidelity. Design the features of new and upgraded offerings: modality, pacing, credit structure, stackability, credential type, and pricing inputs. Build and defend the business case behind every recommendation, including addressable demand, competitive position, employment outlook, enrollment forecast, cost to build, and contribution over the life of the program. Own the P&L and the multi-year plan for your portfolio. Drive cycle time and throughput. Hold the plan for each program in development, name the constraint the moment a launch is at risk, and escalate early rather than absorbing slippage. Bring the customer and employer v

Senior Product Manager owns a vertical product portfolio and is accountable for new enrollment growth within it, weighted toward enrollment in recently launched programs. You decide what we build, what we upgrade, and what we retire, and you bring it to market faster than we do today. You operate as part of a standing cross-functional team for your vertical that brings together product, marketing, academic leadership, enrollment, student success, and operations. The team meets on a regular cadence and carries shared accountability for total enrollment in the vertical. Your seat at the table is the growth of the product portfolio: making new and upgraded programs a larger, more reliable driver of enrollment. What You Own: Recommend which programs in your portfolio launch, upgrade, or sunset each quarter, and carry those recommendations into regularly scheduled decision meetings. Ensure decisions occur in the room and are carried out with speed and fidelity. Design the features of new and upgraded offerings: modality, pacing, credit structure, stackability, credential type, and pricing inputs. Build and defend the business case behind every recommendation, including addressable demand, competitive position, employment outlook, enrollment forecast, cost to build, and contribution over the life of the program. Own the P&L and the multi-year plan for your portfolio. Drive cycle time and throughput. Hold the plan for each program in development, name the constraint the moment a launch is at risk, and escalate early rather than absorbing slippage. Bring the customer and employer v