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• Own the outcomes of GTF's digital product portfolio: Be personally accountable for the performance of every PM-owned surface — Restaurant end-to-end, Specialty end-to-end, Menu, and Content/CMS — and for the strategy and roadmap that moves each of them.
• Own the multi-quarter portfolio roadmap: Build and maintain a roadmap that spans both the Platform and Brand Experience PM tracks, make the tradeoffs when priorities compete across tracks, and communicate the reasoning behind those calls clearly to the VP of Product and to brand and executive stakeholders.
• Set the working-backwards standard for the entire PM team: Require a clear problem statement and a measurable outcome — and a PR/FAQ or similar documentation for significant initiatives — before any PM on either track begins writing requirements. Personally review and coach on the quality of that thinking.
• Identify green space across the portfolio: Actively look for customer problems and revenue opportunities that don't yet have a PM or a roadmap line, bring them to the business backed by evidence and a financial frame.
• Define and track portfolio-level success metrics: Establish what good looks like for each PM-owned surface, monitor outcomes after launch, and be honest with the VP of Product about what's working and what isn't.
• Hire, manage, and develop the PM organization: Directly manage the Platform and Brand Experience Product Managers, hire into open PM seats, and build the career path that grows PMs into more senior product ownership over time.
• Hold the GTF PM bar: Coach every PM to the standard of outcome ownership defined for the org — owning a problem space, not a feature list — and ensure PM’s are continually progressing forward.
• Resolve cross-track conflicts: When Platform and Brand Experience priorities compete for the same engineering capacity or the same brand attention, make the call and own the consequences of that tradeoff.
• Business & Executive Partnership
  • Serve as the primary product partner to executive and brand stakeholders: Show up to CDO, CGO, and brand president conversations with a point of view, not just a status update. Earn alignment through quality of thinking, not volume of slides.
  • Partner with the Director of Product Operations on execution: Rely on Product Operations to run the GTM activity, engineering partnership, delivery cadence, and roadmap alignment mechanics, so this role can stay focused on strategy, portfolio tradeoffs, and the PM team — while staying closely coordinated on what's realistic to commit to.
  • Contribute to GTF's product operating model: Participate in the rituals, standards, and practices Product Operations builds — including executive meeting participation and working-backwards culture — as a senior voice shaping what good looks like, not as the person building the mechanics.

The Sr. Director of Product is the single-threaded owner of GTF's digital product portfolio — accountable for the outcomes that improve the digital guest experience, and responsible for the quality of the product thinking that gets the organization there. This role sits at the center of GTF's product-led operating model, leading the two PM functions that define how GTF builds for guests: Platform Product Managers, who own Restaurant end-to-end and Specialty end-to-end; and Brand Experience Product Managers, who own Menu, Content/CMS, and related brand-facing product work.

A GTF Sr. Director of Product owns the roadmap, not just the org chart. They set the working-backwards standard the whole PM team is held to, make the hard tradeoffs across a multi-track portfolio, and are the person GTF's executive and brand stakeholders look to for a credible point of view on where digital product is headed and why. They partner closely with the Director of Product Operations, who owns the operating system — engineering partnership, delivery cadence, and roadmap alignment mechanics — so this role can stay focused on the consumer, franchisees, team member growth, and outcomes.

As GoTo Foods evolves under new executive leadership and builds a modern product organization, this is a senior product leadership seat in that structure. The right candidate is an excellent people leader, has run a multi-team product portfolio before and wants to build the next chapter of it here.

Fixed Hybrid-Atlanta

• Bachelor's degree in business, engineering, design, computer science, or a related field — or equivalent professional experience.

• 8+ years of product management experience, including 3+ years leading a team of Product Managers, or equivalent demonstration of success running a multi-team digital product portfolio.
• Demonstrated portfolio ownership: Has owned outcomes across more than one product team or workstream simultaneously — not just one PM's roadmap — and can speak to the tradeoffs made across competing priorities and the results that followed.
• Direct-to-consumer e-commerce experience: Has owned a direct-to-consumer digital product — mobile app, web ordering, or similar — and can point to specific e-commerce problems solved, such as improving conversion, reducing cart abandonment, or scaling checkout and payment flows, with the outcomes to show for it.
• Working-backwards discipline at scale: Has set and enforced the standard for working-backwards artifacts across a team of PMs, not just practiced it individually.
• People leadership: Has directly managed Product Managers, including hiring, coaching to a defined bar, and managing performance and career growth – and can point to multiple examples of growing your PM’s careers.
• Senior stakeholder engagement: Has presented product strategy and portfolio performance to C-level or brand-president-level leadership and earned alignment through clarity of thinking.
• Restaurant, QSR, or multi-brand retail experience a plus, given the brand-facing nature of part of this portfolio and the complexities of a franchisor business

• Portfolio-level outcome ownership: Defines success by the aggregate movement of the metrics across every PM-owned surface, not just one team's roadmap. Shows up with a point of view on where tradeoffs should be made across the portfolio.
• Working-backwards thinking, taught and enabled: Starts with the customer problem before touching a roadmap, and holds every PM on the team to that same discipline rather than only practicing it personally.
• People leadership: Hires, coaches, and develops Product Managers to the GTF PM bar, and makes the call when it is time to promote someone forward and when someone needs additional coaching to operate at that level.
• Tradeoff-making under competing priorities: Comfortable deciding which track — Platform or Brand Experience — gets scarce engineering capacity or brand attention, and owning that decision publicly.
• Executive presence: Can walk into a room with CDO, CGO, or brand-president-level stakeholders and earn alignment through quality of thinking, not volume of slides.
• Cross-functional influence: Aligns engineering, design, marketing, and brand teams without direct authority over any of them, and partners closely with Product Operations rather than trying to run execution personally.
• Adaptability: Comfortable navigating a dynamic environment undergoing transformation, and sees an organization in motion as an opportunity to shape, not a risk to manage around.

• May be required to travel up to 25% of the time