Product Line Manager

Strategic Planning

At the core of PLM's responsibilities is strategic planning. This involves setting a vision for the product and creating a roadmap that outlines the steps required to achieve that vision. Strategic planning includes:

• Market & Customer Analysis: Conducting thorough research to understand market trends, customer needs, and competitive landscapes.
• Defining Objectives: Setting clear, achievable goals for the product line aligned with Mirion's overall strategy and clear business priorities.
• Roadmapping: Developing a product roadmap that lays out the timeline for product development and key milestones.

Product Lifecycle Management

The PLM is responsible for managing the entire lifecycle of products, from inception to obsolescence.

• Product Rationalization: actively optimizing the product portfolio to ensure that we maximize product line performance and value to our customers. This includes making effective decisions in the event of major obsolescence, poor product line performance or customer / market shifts.
• Performance Monitoring and Optimization: Manage product performance over its lifecycle through dedicated action plans including mitigation plans when performance does not meet targets. This is enabled through the analysis of product data including orders, revenue, gross margin, quality and customer satisfaction.
• Product Pricing: the PLM is responsible for optimizing product pricing to maximize P/L impact based on product performance, market conditions and competitive analyses.
• Optimizing Sustaining Engineering Spend and Value Engineering: to achieve margin expansion, the PLM will ensure optimization of sustaining engineering spend.
• Sales & Operations Planning (S&OP) and Inventory Management: the PLM plays a key role in S&OP as they provide a global view on market dynamics and evolving customer demand. This is a critical process for maintaining customer lead times and for optimizing inventory levels. As part of inventory management, the PLM will fully engage with the site to provide strategic advice in addressing overstocking situations.

Customer Engagement

A product manager must effectively engage with customers and key stakeholders to ensure products meet expectations. This involves:

• Gathering Requirements: Engaging with customers to gather insights and understand and rank their needs and pain points. Includes effective Voice of Customer (VOC) research for Roadmaps and for product requirements.
• Feedback Integration: Collecting and analyzing feedback from users and stakeholders to continually improve the product.

Product Development

Product managers oversee the entire product development process, from conception to launch. This also includes the development of service products such as installation, in-situ servicing, customer support agreements, customization, training, enhanced warranty, etc. The responsibilities include:

• Product Specification: Determine the features and functionalities that will be included in the product based on customer needs and business goals. These will be documented in Marketing Requirements based on:
  
  
  
  • Voice of Customer: VOC research with effective engagement of internal and external customers.
  • Minimum Viable Product (MVP): assess a Minimum Viable Product (MVP) approach, particularly for software. Here the core solution and benefits are addressed, and the product contains the minimum features necessary to satisfy early adopters and gather feedback for future development.
  • Avoid Designing the Solution: the Marketing Specification must be written in terms of customer need, rather than narrow technical requirements.
  
  
  
  
• Business Case Development: the PLM is responsible for creating the Business Case and for maintaining it throughout the product development project. This will accurately reflect the demand for the product with involvement of Sales and Service.
• Prioritization: Prioritizing features and tasks throughout the development project to ensure the most critical aspects of the product are addressed.
• Cross-Functional Team Coordination: Working closely with the PMO, Engineering, Regulatory / Quality, Operations, and other teams to ensure the product is developed efficiently and meets quality standards.

Product Launch and Marketing

The success of a product launch depends heavily on the product manager's ability to coordinate and execute a comprehensive go-to-market strategy. This includes:

• Launch Planning: Developing a detailed launch plan in conjunction with cross-functional stakeholders across commercial, operations, manufacturing, marketing, and regulatory. This will include development timelines, functional milestones, and key deliverables.
• Marketing Collaboration: Working closely with the marketing team to create compelling messaging, promotional materials, and campaigns to generate buzz and drive adoption.
• Training and Support: Ensuring that sales and customer support teams are well-prepared with the necessary knowledge and tools to support the product.

Enthusiastic - Shows intense and eager enjoyment and interest
Team Player - Works well as a member of a group
Leader - Inspires teammates to follow them
Detail Oriented - Capable of carrying out a given task with all details necessary to get the task done well
Dedicated - Devoted to a task or purpose with loyalty or integrity

Self-Starter - Inspired to perform without outside help

Bachelors (preferred)