You will work in a cross-functional model within the Vantor Product organization. You will have product ownership for the Operational World Model scope, including its vision, priorities, roadmap, requirements, and customer value proposition. Engineering leaders own technical implementation and architecture; The Go To Market (GTM) organization leads opportunity and contract activities. You will align these groups and make product decisions within your scope through influence and clear tradeoffs.
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Work with the broader Product team to set and communicate the product vision, strategy, and 12-24 month roadmap for the Operational World Model.
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Choose and sequence the highest-value use cases, balancing customer impact, technical feasibility, delivery capacity, and business priorities.
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Define product requirements for terrain and 3D content, dynamic world state, sensor modeling, simulation fidelity, interoperability, and real-time services.
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Align Raptor, Forge, Operational Terrain, and Living Globe product leads around common requirements, shared platform capabilities, and clear ownership boundaries.
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Represent the product with customers, executive leaders, industry partners, government stakeholders, GTM.
1 Establish a focused product strategy
Create a clear product narrative, target outcomes, decision framework, and roadmap that explain what the Operational World Model is, who it serves, and what the team will deliver first.
2 Prioritize mission-relevant use cases
Work with customers and internal stakeholders to focus on a small number of high-value workflows, such as mission rehearsal, AI development, digital engineering, operational planning, and multi-domain decision making.
3 Turn the strategy into deliverable capabilities
Partner with Engineering to write requirements, define MVP boundaries, resolve tradeoffs, and guide delivery of an initial capability that can be demonstrated and evaluated by real users.
4 Build alignment across the Product portfolio
Identify where Raptor, Forge, Operational Terrain, and other product areas can share data, services, interfaces, and customer outcomes while protecting each product’s distinct responsibilities.
5 Support customer adoption and growth
Help shape demonstrations, proposals, partner discussions, and product positioning so market commitments remain aligned with the roadmap and delivered capabilities.
What success looks like in the first 6-12 months
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First 90 days: complete a current-state assessment, stakeholder map, and customer/use-case review; publish a clear product narrative and initial prioritization criteria.
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By 6 months: establish an agreed roadmap with the relevant product and engineering leaders, document the top use cases and MVP boundaries, and create an actionable requirements backlog.
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By 12 months: deliver or validate an initial Operational World Model MVP through a customer-informed demonstration, pilot, or operational evaluation; capture the lessons and update the roadmap.
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Throughout the first year: improve alignment across Raptor, Forge, Operational Terrain, and GTM so stakeholders understand priorities, dependencies, risks, and decisions.