Liquidity Product Management - Director

Job Description

Purpose of the role

Product Managers are responsible for the leading the strategic focus of the product(s), defining the product vision, market strategy, and competitive analysis. They think about the product's future and how it will evolve over time. They work with various teams, including marketing, engineering, operations, and sales, to ensure everyone is aligned on the product strategy.  They use data and market research to inform their decisions and prioritize product features.

Accountabilities

• Define Product Strategy: Accountable for defining a product strategy that aligns with business vision, managing capabilities, balancing short-term with long-term goals, ensuring that products meet market demands and drive growth.
• Cross functional alignment: Leadership of cross functional relationships, working with various cross-functional teams to ensure alignment of product strategy and goals.
• Risk and Control:  Accountable for overseeing product risk management, including identification of potential risks, development of strategies to mitigate those risks, and maintenance of alignment between the product management and control functions.
• Product Development Lifecycle: Own product development lifecycle, from concept to launch, ensuring efficient processes, on-time delivery, and alignment with E2E customer expectations and experience. – working with product owners to drive change objectives.
• Deliver Product Goals and Performance: Deliver clear objectives and key outcomes to steer the product vision and ensure alignment with company’s business goals, financial targets, and strategic vision, driving long-term business success.
• Data driven decisions: Monitor product performance through data-driven analysis and insights,  regularly assessing progress against objectives and adjusting the strategies as needed to optimise outcomes and maximise value for both business and customer.
• Customer-Centric Focus: Drive a customer -first approach across the product vision, ensuring customer insights, feedback, behaviours, and pain points are at the core of the product strategy and decision-making process.
• Business and financial acumen: Understanding pricing models, costs structures, and ROI to make financially grounded decisions regarding product development.

Director Expectations

• To manage a business function, providing significant input to function wide strategic initiatives. Contribute to and influence policy and procedures for the function and plan, manage and consult on multiple complex and critical strategic projects, which may be business wide..
• They manage the direction of a large team or sub-function, leading other people managers and embedding a performance culture aligned to the values of the business. Or for an individual contributor, they lead organisation wide projects and act as deep technical expert and thought leader, identifying new ways of working and collaborating cross functionally. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions..
• Provide expert advice to senior functional management and committees to influence decisions made outside of own function, offering significant input to function wide strategic initiatives.
• Manage, coordinate and enable resourcing, budgeting and policy creation for a significant sub-function.
• Escalates breaches of policies / procedure appropriately.
• Foster and guide compliance, ensure regulations are observed that relevant processes in place to facilitate adherence.
• Focus on the external environment, regulators, or advocacy groups to both monitor and influence on behalf of Barclays, when appropriate.
• Demonstrate extensive knowledge of how the function integrates with the business division / Group to achieve the overall business objectives.
• Maintain broad and comprehensive knowledge of industry theories and practices within own discipline alongside up-to-date relevant sector / functional knowledge, and insight into external market developments / initiatives.
• Use interpretative thinking and advanced analytical skills to solve problems and design solutions in often complex/ sensitive situations.
• Exercise management authority to make significant decisions and certain strategic decisions or recommendations within own area.
• Negotiate with and influence stakeholders at a senior level both internally and externally.
• Act as principal contact point for key clients and counterparts in other functions/ businesses divisions.
• Mandated as a spokesperson for the function and business division.

All Senior Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others.

All colleagues will be expected to demonstrate the Barclays Values of Respect, Integrity, Service, Excellence and Stewardship – our moral compass, helping us do what we believe is right. They will also be expected to demonstrate the Barclays Mindset – to Empower, Challenge and Drive – the operating manual for how we behave.

THE OPPORTUNITY

A high-impact product leader accountable for the vision, strategy and evolution of Barclays’ global Liquidity product suite across multiple value streams. Operating as part of the Liquidity Product Leadership Team, the role aligns Product, Sales, Technology, Operations, Treasury, Finance, Risk and Compliance around measurable client, commercial, operational and control outcomes.

PURPOSE AND MANDATE

·  Own and communicate the integrated Global Liquidity product vision, strategy and multi-horizon roadmap, aligned to client needs, market dynamics, balance sheet objectives and regulatory expectations.

·  Translate strategic outcomes and OKRs into prioritised capabilities, epics, features and team backlogs, with clear success measures and transparent trade-offs.

·  Provide product direction across the Team of Teams, enabling Product Owners and multidisciplinary squads to deliver valuable increments with appropriate autonomy.

·  Own the full product lifecycle from discovery and investment through delivery, commercialisation, adoption, optimisation, simplification and retirement.

·  Embed control by design, resilience and governance throughout discovery, delivery and ongoing product management.

KEY ACCOUNTABILITIES

Vision, strategy and portfolio: Set the integrated roadmap, simplify the portfolio, identify unmet needs and shape differentiated, scalable propositions.

Value and prioritisation: Direct funding and capacity to the highest-value outcomes; manage dependencies, risks and trade-offs across growth, experience, technology, resilience, regulatory and control demand.

Discovery and client voice: Use client insight, research, analytics and frontline feedback to test hypotheses, validate product choices and improve adoption.

Flow and delivery: Maintain the flow of value from discovery to benefits realisation; use planning, reviews, demonstrations, feedback loops and inspect-and-adapt disciplines to improve delivery.

Leadership and partnerships: Lead and coach Product Owners, build trusted cross-functional partnerships and create clear decision rights across the Team of Teams.

Risk and governance: Maintain transparent oversight of product risks, issues, assumptions, dependencies and key decisions, ensuring commitments are met.

WHAT SUCCESS LOOKS LIKE

·  A clear, enterprise-aligned product strategy translated into outcome-led roadmaps, coherent backlogs and measurable OKRs.

·  Faster, adaptable delivery with teams aligned around client value, sustainable pace and transparent prioritisation.

·  Revenue growth and client adoption from solutions that are desirable, commercially viable, technically feasible, operationally sustainable and appropriately controlled.

·  A simplified, resilient portfolio with control by design and reduced reliance on manual or detective controls.

·  A high-performing global product organisation with clear accountability, strong product judgement and continuous learning.

ESSENTIAL EXPERIENCE

·  Significant leadership experience in a large, complex and regulated organisation, accountable for a material product, platform, proposition or end-to-end client journey.

·  Proven ability to translate strategy into OKRs, outcome-led roadmaps, investment choices and executable backlogs.

·  Experience leading through multiple Product Owners and geographically dispersed, multidisciplinary teams using Agile product management and scaled planning.

·  Strong commercial judgement across performance, pricing, cost-to-serve, investment cases, adoption and benefits realisation.

·  Ability to influence senior stakeholders and align competing client, commercial, technology, operational, risk and control perspectives.

·  Experience managing material product risks, dependencies and trade-offs with clear executive communication.

HIGHLY DESIRABLE

·  Corporate or transaction banking product leadership, with knowledge of liquidity management, deposits, notice accounts, fund investment, pooling or cash concentration.

·  Understanding of corporate treasury needs and the role of liquidity solutions in working capital and financial strategy.

·  Experience leading global product transformation, product and platform operating models, or commercialisation across regions, currencies, segments or legal entities.

·  Familiarity with product discovery, value-stream thinking, OKRs, product analytics, automation, artificial intelligence and modern engineering practices.

LEADERSHIP CAPABILITIES

Think enterprise-wide: Optimise for the end-to-end client journey and wider Corporate Bank.

Lead with outcomes: Measure realised client, commercial, operational and control value, not activity.

Empower with clarity: Set purpose, priorities, guardrails and decision context while enabling autonomy.

Exercise judgement: Make timely, evidence-based decisions and be transparent about trade-offs.

Own the whole product: Remain accountable from discovery through operation and value realisation.

Learn and adapt: Use evidence, feedback and delivery experience to continuously improve.

Lead with control: Embed resilience, governance and appropriate controls from the outset.