Head of Product Transformation & Capability

A large and complex organisation in Singapore is embarking on a significant transformation towards a more product-led operating model.

We are seeking an accomplished senior product leader to establish and lead the organisation's enterprise product management capability. This is a newly created, greenfield position with the opportunity to define the product operating model, build the founding team and shape how products and platforms are managed across the organisation.

This is not a conventional Head of Product role focused on a single product portfolio. The successful candidate will work across multiple enterprise platforms and business units to embed genuine end-to-end product ownership-from discovery and strategy through execution, adoption, live operations and continuous improvement.

The role requires an outstanding product practitioner who is also a catalyst, team builder, coach and organisational multiplier.

• Define and implement the organisation's enterprise product management vision, strategy and operating model.
• Establish clear product roles, accountabilities, decision rights and governance.
• Introduce consistent practices across product discovery, strategy, roadmapping, prioritisation, delivery, adoption and lifecycle management.
• Define how product management works alongside engineering, design, operations, programme management and business teams.
• Establish outcome-based measures covering user adoption, customer experience, operational performance and value realisation.
• Create greater alignment across products, platforms, business units and stakeholder groups.
• Consolidate fragmented requirements into common product strategies, priorities and roadmaps.
• Distinguish between variations that are genuinely required and those arising from historical or organisational fragmentation.
• Promote a common-core approach, with controlled variations where there is a clearly justified business or user need.
• Facilitate difficult prioritisation decisions using evidence, product strategy and enterprise-level outcomes.
• Influence planning, investment and governance discussions to support sustainable product lifecycle ownership.
• Build and lead a lean, high-performing central product capability team.
• Recruit and develop strong product practitioners through a combination of internal and external talent.
• Set the team's direction and deploy its capabilities across high-priority enterprise initiatives.
• Ensure the team acts as an internal catalyst by working alongside delivery teams to solve real product challenges.
• Demonstrate strong product management through practical application rather than relying solely on frameworks and governance.
• Assess existing product capabilities and identify priority development areas.
• Identify individuals in project, programme, business and technology roles who have the potential to transition into product management.
• Develop practical pathways to support the shift from delivery-led thinking towards end-to-end product and outcome ownership.
• Coach product leaders and teams in product strategy, discovery, prioritisation, stakeholder alignment and lifecycle management.
• Clarify how product, project and programme management should complement one another.
• Act as a catalyst for the organisation's wider product transformation.
• Apply a train-the-trainer approach by developing leaders who can coach and support other teams.
• Build a distributed network of capable product leaders across the organisation.
• Champion the cultural shift from project completion towards sustained product outcomes.
• Ensure the product capability can scale beyond the central team without creating a permanent dependency or additional layer of bureaucracy.

The successful candidate will be a highly credible product executive with extensive experience leading complex digital products or enterprise platforms across their full lifecycle.

They will combine outstanding product judgment with strong organisational leadership, stakeholder influence and people-development capabilities. They must be comfortable building in a greenfield environment and driving change across an established organisation with multiple stakeholders and competing priorities.

• Significant senior leadership experience in product management, including end-to-end ownership of complex digital products or platforms.
• Proven experience building, scaling or substantially maturing a product management function.
• Demonstrated success defining and implementing product operating models across multiple teams, products or business units.
• Strong track record across product discovery, strategy, roadmapping, prioritisation, delivery, adoption and continuous improvement.
• Experience consolidating fragmented requirements and aligning stakeholders around common product strategies.
• Demonstrated ability to build, lead and develop high-performing product teams.
• Strong coaching and talent-development capabilities, ideally including train-the-trainer experience.
• Experience identifying and transitioning talent from adjacent disciplines into product roles.
• Ability to influence senior stakeholders and resolve competing priorities without relying solely on formal authority.
• Strong understanding of the partnership between product, engineering, design, operations and programme delivery.
• Experience leading large-scale digital or organisational transformation in a complex enterprise environment.

• Exceptional product judgment and an end-to-end ownership mindset.
• Strategic while remaining practical and hands-on.
• Able to create clarity and momentum in an ambiguous, greenfield environment.
• A catalyst who can mobilise stakeholders and accelerate organisational change.
• A multiplier who measures success through the capability and independence of others.
• Skilled at constructively challenging established requirements and ways of working.
• Comfortable balancing enterprise standardisation with legitimate business needs.
• Focused on measurable user, business and operational outcomes.
• Committed to building sustainable capability rather than central dependency.

• A clearly defined and adopted enterprise product operating model.
• A strong founding product capability team established and delivering measurable value.
• Greater consistency in product roles, practices and decision-making.
• Increased consolidation of product requirements, priorities and roadmaps.
• Stronger measurement of adoption, customer, business and operational outcomes.
• A successful pipeline of internal talent transitioning into product roles.
• Product leaders equipped to coach and develop other teams.
• A visible organisational shift from project delivery towards end-to-end product ownership.
• A scalable product capability that becomes embedded throughout the organisation.