Product Owner, Platform

Iris Telehealth•Austin, TX

13h

About The Position

You’re a strong project/program manager evolving into product—someone who loves turning big, ambiguous ideas into clear, executable plans. You bring order to messy intake, write crisp user stories, and keep backlogs healthy. You have strong technical understanding across data platforms, integrations/APIs, and analytics delivery, and you collaborate fluently with engineers, but you don’t need to moonlight as a developer. You’re detail-oriented in the best way: you care about Jira hygiene, status accuracy, and documentation rituals because you know they’re the foundation for predictable delivery and trustworthy reporting. You’re comfortable operating through influence and building cross-functional trust. Why This Role Matters The Platform team needs a dedicated owner to sit at the intersection of Strategy → Platform Product → R&D execution, ensuring that: big ideas become well-scoped, sequenced deliverables engineering teams have clear stories and acceptance criteria leadership has accurate visibility into capacity, progress, and tradeoffs intake doesn’t become chaos—and bugs/defects don’t starve behind new work This role prevents “catch-all” work from landing in R&D without clarity, and it creates a repeatable operating rhythm that improves delivery predictability over time. What You’ll Be Doing As Product Owner, Platform, you will be accountable for user story development, backlog management, intake orchestration, and delivery data integrity across platform work spanning data platform, integrations, and analytics delivery (roughly equal mix). Your manager (VP Platform) is the ultimate priority tie-breaker; you make the work decision-ready. Time allocation (target): 20% backlog + Jira hygiene/reporting 50% story writing / requirements clarity 30% intake + rituals/documentation + cross-team coordination In this role, you will be responsible for: User Story Development & Requirements Clarity (Primary Focus) Translate ideas and requests into epics, stories, and acceptance criteria that are clear, testable, and aligned to outcomes. Partner with the VP of Platform Product and VP of Strategy to break down strategic initiatives into sequenced deliverables (epics → stories → milestones). Ensure stories include the right level of context (problem, users, constraints, definition of done) to reduce rework and ambiguity. Maintain consistent standards for “definition of ready” so engineering teams can execute with fewer surprises. Backlog Management, Grooming, and Sprint Readiness Run weekly backlog grooming to keep the team focused on the right work and ensure tickets are ready before sprint planning. Facilitate bi-weekly sprint planning inputs (ready queue, dependencies, scope options), partnering with engineering leads. Maintain a visible allocation for defects/bugs so quality work stays funded and predictable. Support the Director of Engineering and engineering leads with the non-coding mechanics of execution readiness: story completeness, dependencies, sequencing, and clarity. Intake Management & Triage Manage intake initially as primarily internal; over time, support increasing customer-facing demand (with Support as first line). Triage incoming requests into the right buckets (new capability, enhancement, defect, tech debt), ensuring clean handoffs. Operate mostly internal—engaging customers indirectly via Solutions leads or Support escalation paths when needed. Synthesize intake into decision-ready options for prioritization of conversations with VP Platform and Director of Engineering. Jira Data Integrity & Delivery Reporting Enablement Own the integrity of Jira for leadership visibility—so reporting reflects reality and capacity can be understood. Ensure status, epic linkage, due dates, and initiative mapping are consistently correct across tickets. Engineering owns story points/estimation; you own ensuring estimation happens and tickets meet readiness standards. Maintain consistent epic/initiative structure so work can be rolled up into roadmaps, progress reviews, and capacity allocation reporting. Operating Rhythm & Documentation Rituals (Solutions + Platform + Engineering) Support adherence to weekly and monthly rituals that keep teams aligned, including: weekly status updates (leadership-facing) monthly roadmap progress reviews (what moved, why, what’s at risk) documentation hygiene expectations in Confluence + Microsoft tools Partner with the broader Solutions team to ensure consistent documentation practices and artifact completeness. Role Boundaries (Owns / Partners / Does Not Own) Owns (day-to-day accountability): Intake mechanics: triage, normalization, and packaging work into decision-ready options Backlog health: grooming cadence, “definition of ready,” and story/acceptance criteria quality Jira integrity: status, epic + initiative mapping, due dates, and hygiene required for trustworthy reporting Leadership reporting pack production: capacity allocation (retro + forecast) and roadmap progress rollups Documentation rituals: weekly/monthly adherence and Confluence/Microsoft hygiene Partners (shared ownership): With VP of Product, Platform: translate platform priorities into epics/stories; run the operating cadence that supports the VP’s product operating model and reporting expectations. With Director of Engineering: enable high-quality backlog management, user story clarity, and sprint execution mechanics; ensure estimation happens (R&D owns points; PO ensures readiness + completeness). With VP of Strategy: once initiatives are prioritized, break them into sequenced deliverables and tickets (Strategy owns the “what/why”; PO ensures executable decomposition). Does not own (explicitly out of scope): Platform vision/roadmap decisions and prioritization tie-breaks (VP Platform owns the final call). Technical architecture standards, SDLC practices, and engineering execution (Director of R&D owns). Corporate strategy artifacts and M&A/partnership strategic-fit evaluation outputs (VP Strategy owns). What Success Looks Like Within 30 days: Working rhythm established with VP Platform + Director R&D; intake flow clarified; “definition of ready” implemented. Weekly grooming and bi-weekly sprint planning inputs operating consistently. Early version of the Jira hygiene scorecard defined and socialized. Within 90 days: 90%+ of tickets have correct epic + initiative mapping. Backlog grooming is established and reducing last-minute sprint churn. A first version of the leadership reporting package exists—showing what’s planned and where capacity is going (retro + forecast). Within 6 months: Leadership has consistent, trusted visibility into roadmap progress, capacity allocation, and delivery risks. R&D teams experience fewer “missing requirements” loops and smoother sprint execution. Defects/bugs are handled through a predictable, protected bandwidth model.

Requirements

Have a strong project/program management foundation and are actively growing into product ownership.
Have experience working in Agile environments with engineers and can run the mechanics of backlog/sprint readiness.
Bring strong technical understanding across data platforms, integrations/APIs, and analytics delivery (without needing to code).
Are highly organized and precise with tooling—especially Jira—and you care about data integrity as a leadership asset.
Communicate clearly and enjoy translating between strategy, product intent, and engineering execution.

Responsibilities

Translate ideas and requests into epics, stories, and acceptance criteria that are clear, testable, and aligned to outcomes.
Partner with the VP of Platform Product and VP of Strategy to break down strategic initiatives into sequenced deliverables (epics → stories → milestones).
Ensure stories include the right level of context (problem, users, constraints, definition of done) to reduce rework and ambiguity.
Maintain consistent standards for “definition of ready” so engineering teams can execute with fewer surprises.
Run weekly backlog grooming to keep the team focused on the right work and ensure tickets are ready before sprint planning.
Facilitate bi-weekly sprint planning inputs (ready queue, dependencies, scope options), partnering with engineering leads.
Maintain a visible allocation for defects/bugs so quality work stays funded and predictable.
Support the Director of Engineering and engineering leads with the non-coding mechanics of execution readiness: story completeness, dependencies, sequencing, and clarity.
Manage intake initially as primarily internal; over time, support increasing customer-facing demand (with Support as first line).
Triage incoming requests into the right buckets (new capability, enhancement, defect, tech debt), ensuring clean handoffs.
Operate mostly internal—engaging customers indirectly via Solutions leads or Support escalation paths when needed.
Synthesize intake into decision-ready options for prioritization of conversations with VP Platform and Director of Engineering.
Own the integrity of Jira for leadership visibility—so reporting reflects reality and capacity can be understood.
Ensure status, epic linkage, due dates, and initiative mapping are consistently correct across tickets.
Maintain consistent epic/initiative structure so work can be rolled up into roadmaps, progress reviews, and capacity allocation reporting.
Support adherence to weekly and monthly rituals that keep teams aligned
Partner with the broader Solutions team to ensure consistent documentation practices and artifact completeness.

Benefits

Highly competitive compensation
Generous PTO policy + colleagues who insist on covering for you so you can truly unplug
100% of the premium cost of healthcare for you and 75% for your dependents
$50/month for a gym membership
$50/month for your cell phone bill
100% employer-paid life insurance coverage
401k Plan with company match
Paid parental leave
Optional: Short-term and long-term disability insurance
Coworkers who create Slack channels like “sometimesiwetmyplants”