Vice President Product, Design

Verra Mobility•Chicago, IL

About The Position

Who we are... Verra Mobility is a global leader in smart mobility. We develop technology-enabled solutions that help the world move safely and easily. We are fostering the development of safe cities, working with police departments and municipalities to install over 4,000 red-light, speed, and school bus stop arm safety cameras across North America. We are also creating smart roadways, serving the world's largest commercial fleets and rental car companies to manage tolling transactions and violations for over 8.5 million vehicles. And we are a leading provider of connected systems, processing nearly 165 million transactions each year across 50+ individual tolling authorities. Position Overview: The Vice President of Product Design will lead and scale a world‑class, multi‑disciplinary organization spanning Product Design, Research, Content Design, and Design Operations. This executive owns experience strategy across Verra’s connected‑mobility portfolio, translating complex customer and business needs into clear, human‑centered product experiences that drive adoption, trust, and measurable outcomes. This role is a key driver of Verra Mobility’s evolution toward a modern Product Operating Model—empowering durable, cross‑functional product teams to continuously discover, experiment, and deliver solutions that solve real customer problems, rather than simply executing projects or managing handoffs. As a senior leader within Verra’s Product Operating Model, this role partners closely with Product Management and Engineering to embed design deeply into product strategy and delivery. The VP will establish scalable design systems, research‑driven insights, and operating practices that empower durable, cross‑functional teams to continuously discover, experiment, and deliver high‑quality solutions that solve real customer problems. Success is measured by customer impact, speed and quality of delivery, and the long‑term strength and effectiveness of the design organization.

Requirements

10+ years in Product/UX Design with 5+ years leading and scaling design teams; prior experience owning a multi-disciplinary design organization strongly preferred.
Bachelor’s degree in Design, Business or a related field of study; advanced degree preferred.
Track record building design practices in B2B SaaS and/or IoT/platform environments in highly regulated environments; mobility, telematics, or operations-intensive domains a plus.
Demonstrated success in design systems ownership, UX research leadership, and evidence-based decision-making.
Portfolio of shipped platform products showing simplification of complex domains and measurable impact on trust, usability, and adoption.
Strong partner to Product & Engineering; fluency with experimentation, analytics, and business metrics.
Demonstrated success working in empowered product team environments (continuous discovery + continuous delivery), with comfort operating through outcomes, constraints, and decision principles rather than detailed plans.
Experience defining and using experience metrics (e.g., task success, time-to-value, error rates, trust signals) to guide strategy and investment decisions.

Nice To Haves

mobility, telematics, or operations-intensive domains a plus.
advanced degree preferred.

Responsibilities

Design Leadership Build and scale a high-performing design organization (Product Design, UXR, Content Design, DesignOps) with a clear org model, leveling rubric, career paths, and succession planning.
Create a strategic hiring plan (in-house + partner ecosystem), manage budget, and establish vendor strategy for surge and specialized needs.
Foster a culture of craft excellence, curiosity, and accountability—with consistent critique, coaching, and peer development.
Establish a clear engagement model that embeds design and research directly within durable product teams—rather than operating as a shared service—supported by defined decision rights and expectations.
Coach design leaders and teams to operate with high autonomy and accountability, embracing “strong opinions, loosely held” and prioritizing evidence over escalation.
Experience & Product Strategy Translate company strategy and the 2026 priorities into a cohesive experience vision, north-star journeys, and an outcome-oriented experience strategy and set of prioritized customer opportunities portfolio roadmap that aligns across Product, Engineering, and Go-to-Market.
Define how we measure design’s impact on customer and business outcomes (adoption, retention, revenue influence, operational efficiency).
Define experience principles and guardrails that enable teams to move quickly while maintaining a cohesive customer experience - ensuring clarity, consistency, accessibility, trust, and safety.
Partner with Product and Engineering to translate strategy into outcomes and problems to solve, not feature lists, empowering teams to determine the right solutions.
Research, Insights & Evidence-Based Decisions Establish a rigorous UXR practice (qualitative, quantitative, and telemetry) and a research repository that continuously feeds discovery and de-risks decisions.
Champion continuous discovery in empowered product teams (field observation, rapid testing, experiment design) and ensure insights are valid, actionable, and durable.
Establish and champion a continuous‑discovery cadence where weekly routines include customer conversations, fast prototyping, and data‑driven experiments, replacing long, infrequent research cycles.
Enable teams to instrument experiences with meaningful leading indicators—task success, time‑to‑value, error rates, trust/confidence signals—so decisions are measured by impact, not activity.
Design Systems & Accessibility at Scale Treat the design system as a product—with a roadmap, governance, and documented tokens/patterns that accelerate delivery of coherent, accessible experiences.
Define standards for accessibility, internationalization, security, and regulatory compliance across web, mobile, and device interfaces (SaaS/IoT).
Shift governance from top‑down approval to scalable enablement, offering reusable patterns, templates, and self‑serve tools that preserve quality without slowing teams down.
Delivery Excellence & Portfolio Governance Implement lightweight, team‑owned delivery practices that support continuous delivery - clear intent, rapid iteration, measurable outcomes, and defined quality bars - while maintaining predictable design workflows (briefs, milestones, QA, handoff) that balance craft with delivery velocity.
Run portfolio-level design reviews to ensure cross-product coherence, reduce design/tech debt, and make trade-offs transparent and deliberate.
Ensure discovery and delivery are tightly connected - teams should validate assumptions before building and refine solutions through iterative releases, reducing big‑batch handoffs and phase‑gate cycles.
Product Operating Model Enablement Embed the Product Trio model (Product, Design, Engineering) at the team level, fostering shared ownership of outcomes, clear decision rights, and empowered judgment.
Improve organizational decision quality by standardizing discovery practices—opportunity framing, prototype testing, assumption mapping, and experiment design—and coaching leaders to ask better questions rather than request additional artifacts.
Partner with Product and Engineering leadership to shift away from project‑model behaviors (heavy upfront requirements, downstream design, output‑based commitments) toward true outcome‑based accountability.
Cross-Functional Executive Partnership Operate as an equal partner to Product and Engineering in vision, roadmapping, and prioritization; shape scope to protect experience quality while hitting timelines.
Collaborate with Marketing, CX, and Sales to ensure end-to-end journey consistency and equip field teams with clear narratives and artifacts (demos, playbooks).
Reinforce an outcomes‑focused culture by valuing learning, customer impact, and smart decision‑making—not excessive artifacts or cosmetic perfection.