Senior Product Manager

Senior Product Manager

Product Team | Pune, India | In Campus

The Role

We are seeking a high-ownership Product Manager to own the complete software surface of our robotics platform — spanning the core robot software stack, fleet management across the sorting systems, AMRs, customer integration pipelines, and the operator-facing UI applications used on the warehouse floor every day. You will be the single owner of the software experience, from intelligence running on each robot to the dashboard a warehouse manager opens every morning.

The opportunity

Own the product direction and business outcomes of assigned product lines, from customer discovery and new product development through launch, adoption and improvement of systems already operating at customer sites. Turn market needs and field evidence into a clear strategy, measurable product requirements and a prioritised roadmap.

You will work across robots, induction and discharge systems, embedded controls, batteries and fleet software. Bring the technical judgment to challenge engineering assumptions, the commercial discipline to choose valuable opportunities, and the ownership to verify that customers realise the promised value. Expect to spend time in warehouses, engineering labs and the factory.

How the role works with other teams

You own customer problems, product strategy, priorities, product requirements and acceptance criteria. The Technical Program Manager owns the integrated delivery plan and dependencies.

Engineering leaders own architecture, technical decisions and validation; Engineering Managers own people and capacity. Operations and Service own manufacturing, deployment and support execution. You drive scope and priority decisions, challenge commitments and escalate gaps.

Release decisions follow assigned authority, with the required technical, safety, quality and operational approvals.

Key responsibilities

Customer insight and product definition

Customer discovery and market choices

• Observe warehouse workflows and speak directly with operators, supervisors, maintenance teams, buyers and integration partners. Combine site visits, customer interviews, usage data and win/loss analysis to identify unmet needs and validate demand.

• Define target segments, priority use cases, competitive positioning and the conditions in which the product is a strong fit. Evaluate alternatives, including existing manual processes and other automation, and recommend opportunities to pursue, defer or stop.

Strategy and product economics

• Own the product vision and multi-year roadmap, balancing new capabilities, reliability improvements, customer commitments and platform reuse. Prioritise investments using customer value, market potential, evidence, cost, risk and engineering capacity.

• Build business cases covering addressable demand, customer payback, pricing and packaging, product cost, deployment effort and lifetime service costs. Set cost and margin objectives with Finance, Engineering and Operations; track commercial results with Sales and refine the investment case as evidence changes.

Requirements and customer experience

• Own business and product requirements (BRDs and PRDs), use cases, operating assumptions and measurable acceptance criteria. Work with Systems and domain Engineering to derive traceable system and subsystem requirements and assess changes.

• Define sustained throughput, accuracy, availability, parcel and payload ranges, footprint, scalability and operator productivity targets under representative workloads. Specify installation, recovery, diagnostics and serviceability needs so performance claims reflect real operating conditions.

• Define operator and supervisor workflows, exception handling, reporting and warehouse software integration needs. Work with design and engineering teams to make systems practical to learn, operate, recover and maintain.

Technical judgment and commitments

• Challenge estimates, dependencies, capacity assumptions and validation evidence with the TPM and engineering leaders. Make explicit scope and priority decisions when performance, cost, reliability or timing changes, and drive timely resolution of decisions affecting customer commitments.

• Assess technical alternatives for their customer value and lifecycle implications. Ensure intended use, safety and compliance requirements inform product decisions from the start, with engineering and functional safety owners retaining technical approval.

Key responsibilities

New products, commercial launch and the installed base

New Product development and pilots

• Define customer hypotheses, target outcomes and evidence for concept, prototype, pilot and production gates. Use representative workload sand, where appropriate, simulation with Engineering to test assumptions, assess capacity and validate sizing claims before scaling.

• Agree pilot baselines, supported configurations, acceptance criteria and rollout conditions with customers, Solutioning, Engineering and Delivery. Own the product acceptance assessment and launch recommendation; use results to decide whether to scale, iterate or stop.

Launch and repeatable growth

• Lead product launch planning with Sales, Marketing, Solutioning, Operations and Service. Equip teams with clear positioning, validated capabilities, sizing limits,pricing guidance, demonstrations, documentation and training requirements; measure adoption and realised value after deployment.

• Define standard capabilities and configurable options.Evaluate customer-specific requests against strategic value, repeatability, engineering effort and support cost. Keep proposals and commitments within validated productlimits, with exceptions explicitly assessed and approved.

Deployed products and lifecycle decisions

• Own the improvement backlog. Define product metrics and instrumentation requirements with Engineering, establish reliable baselines, and pri