Requirements
Requires 6+ years in product management with at least 2 years leading PMs or owning a platform domain. Must have shipped payments in production, including provider integration, orchestration, routing, authentication, settlement, chargebacks, or fraud controls end-to-end. Needs deep experience in identity or marketing technology, evidence of consolidating duplicated capabilities, and technical fluency for architecture reviews. Proficiency in SQL and ability to influence without authority are essential. AI-assisted working is a default.
Description
Payments, identity, marketing technologyMost platform jobs are maintenance work on foundations somebody else poured. This one is not.DigitalZone runs a digital goods and top-up business, a ticketing platform and a regulated trading venue across Iraq and the region. Today they share rails that were built to serve one product and now serve four. Your job is to turn that into a real platform: payments that move customer money reliably, an identity that belongs to us rather than being borrowed from a partner, and marketing technology that can reach and personalise for every customer we have.Get it right and four product squads move faster than they could alone. Get it wrong and nobody ships, and everyone blames the roadmap.The hard partPayments here are not a Stripe integration. It is a cash-heavy market, local rails, telecom billing, agent networks, and fraud that adapts faster than the release cycle. Every control you add prevents loss and costs conversion, and you will be the one who has to say which number wins.Identity is harder still. A large share of our customers reach us through a partner's login today. Migrating them to an identity we own, without losing them on the way across, is the single most consequential product problem in the company. It has no clean playbook and no second attempt.What you'll doOwn the roadmap across payments (orchestration, rail integrations, authorisation rates, retries and routing, refunds, disputes, reconciliation), identity (company-owned identity, one unified profile, verified contact and consent) and marketing technology (event and campaign infrastructure, direct reach, attribution, personalisation delivery)Run the payment funnel as numbers: authorisation rate by rail, failure taxonomy, cost per transaction, fraud loss and chargebacks against the friction each control addsTake company-owned identity from near zero to the majority of monthly actives, including the migration path and the day the partner login stops being the front doorTreat the vertical squads as your customers: contracts, docs, self-serve, measured adoption, and no tolerance for four half-maintained copies of the same capabilityAlign engineering, security, fraud, finance, compliance and marketing. Platform ships only through other teams, so alignment is the job, not overhead on itRun the loop and hold others to it: hypothesis, minimum detectable effect, decision rule, recorded ship or kill verdict after launchDesign PCI scope, personal data handling and consent in, rather than retrofitting themLead 3 to 6 PMs and raise the standard of their work, starting with their writingRequirements6+ years in product management, 2+ leading PMs or owning a platform domain as its senior product voicePayments shipped in production. Hard requirement: provider integration, orchestration or routing, authentication flows, settlement, chargebacks or fraud controls, owned end to endReal depth in identity or marketing technology, and credible reasoning across bothEvidence of consolidating duplicated capabilities, and of setting standards other teams adopted because they were good rather than mandatedTechnical fluency to hold your own in an architecture review. You read an API contract unaided and you know why idempotency and webhook retries decide whether an integration survives a bad weekYour own SQL, and the metric definition agreed before the featureInfluence without authority, including with people who do not agree with you yetAI-assisted working by default, without shipping output you cannot explainNice to havePayments in Iraq, MENA or another emerging market: local rails, cash-heavy behaviour, telecom billing, wallet and agent networksDecoupling a product from a dominant partner's authentication or distributionPlatform work serving several business units with separate P&LsArabicWhat We Will Not PretendThe foundations are uneven, some of the roadmap is inherited, and the identity migration will be the hardest thing you have shipped. In exchange you get scope that would take three promotions to reach at a larger company, a direct line to the executive who owns Product, and a decision cycle measured in days.If you want a tidy platform to steward, this is the wrong role. If you want to build the one the next decade of this business runs on, apply.BenefitsImmediate, large-scale impact on a high-growth businessTop-of-the-market compensation packagesWork alongside top regional talent, with team members from Talabat, Careem, Etisalat, and more