🔗 Bridge the gap between what Sales promised and what Eng can build. Sit between Client Engagement and Engineering to translate carrier requirements into scoped, sequenced work — surfacing conflicts early instead of letting them surface in a status meeting three weeks before launch.
🚀 Drive new carrier launches from kickoff to go-live. Own the cross-functional plan for onboarding a new carrier — dependencies, timelines, risk, and the dozens of small decisions that determine whether launch day is calm or chaotic.
📋 Build the product ops muscle that doesn’t exist yet. Design the intake process, prioritization framework, and status cadence that let carrier projects move through Product and Eng predictably, instead of every project reinventing how it gets tracked.
🧭 Make tradeoffs visible before they become fires. When a carrier asks for something new mid-project, figure out what it actually costs in eng time and timeline, and make sure the right people decide — instead of the request quietly absorbing into someone’s backlog.
🗣️ Be the translator, not just the tracker. Turn carrier-speak into engineering requirements and engineering constraints into carrier-facing answers, so neither side is negotiating in the dark.
🔍 Find the pattern across carrier projects. Notice when three carriers are hitting the same wall, and turn that into a platform fix instead of three one-off workarounds — this is the seed of the long-term platform PM role.
⏱️ Keep multiple concurrent projects honest on timeline. Run the actual TPM mechanics — RAID logs, dependency mapping, critical path — for the highest-stakes carrier initiatives, without slowing engineering down with process for its own sake.