• Own the platform strategy, roadmap, and delivery of Ferguson’s customer Vendor Managed Inventory (VMI) solution. • Ensure the VMI platform is scalable, reliable, and ready for business deployment. • Work across organizational boundaries and partner closely with Customer Groups, Technology, Architecture, Middleware, and external vendors. • Lead the definition and delivery of capabilities that orchestrate customer interactions, inventory visibility—enabling proactive replenishment, optimized stock levels, and seamless integration across customer and partner systems. • Define and maintain a clear vision for the Customer VMI product, promoting open information flows across echelons and external partners. • Define and evolve product capabilities supporting automated inventory management, seamless partner integrations, real-time data visibility, scalable onboarding for diverse customer segments. • Translate business objectives into a prioritized roadmap improving customer experience, operational efficiency, and ability to deliver VMI as a repeatable service. • Incorporate supply chain maturity models to evolve customer collaboration capabilities. • Clearly explain complex tradeoffs and build alignment across company boundaries. • Maintain final authority over backlog prioritization and key delivery tradeoffs. • Anticipate operational, supplier, technical, cyber, and compliance risks and design mitigation strategies.

• Get to know the existing products, understand what has been built, what is in progress, what is planned, and become the person who holds that context. • Work closely with the Business Product Manager to capture business requirements and translate them into structured technical specifications the engineering team can act on. • Own the Product Backlog, define, prioritize, and refine items with clear work breakdown structures, estimates, and acceptance criteria. • Manage dependencies across teams, track delivery progress, and proactively communicate risks and blockers to stakeholders. • Build and maintain product roadmaps that align upcoming features and initiatives with delivery capacity. • Pick up ongoing features and initiatives already in production and ensure they work. • Serve as the day-to-day link between the engineering teams and the business side, keeping both aligned and unblocked. • Support the team in progressively introducing structured practices and delivery processes as the organisation scales.

• Lead the discovery and evolution of digital products, identifying opportunities and transforming complex problems into simple, scalable solutions; • Define the vision, strategy, and roadmap for initiatives under your responsibility, aligning business objectives, user needs, and technical feasibility; • Partner with Engineering, Design, Data, and other stakeholders to prioritize opportunities and ensure high-impact deliveries; • Conduct quantitative and qualitative analyses to support product decisions; • Define success metrics, monitor results, and promote continuous learning and optimization cycles; • Develop hypotheses, experiments, and tests to validate solutions before major investments; • Communicate context, direction, and results to different audiences across the organization; • Act as a product management reference within the squad, promoting best practices in discovery, prioritization, and execution.

• Proven experience as an operator-coach: leading product teams in a high-execution, fast-paced environment while making the people around you better • Your craft will be twofold • You will build the operating rhythm of the function: knowing where every project is, what is next, what is blocked, and what decisions are pending, without anyone having to ask • agreeing engineering budgets upfront and keeping us on track against them; and holding a no-surprises standard for course-correction and early warning • And you own the product quality bar: defining what good looks like for consistency, UX, and craft, coaching it into the PMs until it is their reflex rather than your review • You will lead the Product Managers and the Delivery Managers • You will be measured on three things above all: that leadership always knows the state of every project without asking, that nothing user-facing ships below the bar, and that pace holds.