This role can be based out of a MongoDB office or remotely in Canada.
Interlinked Vision & Multi-Year Bets: Set and champion a product vision across Atlas Infinite's capabilities, while actively discovering opportunities that are not on today's roadmap or fit any single team's remit. Explore what decoupled compute and storage could make possible for developers, enterprises, and emerging AI workloads; use hypotheses, customer evidence, prototypes, and market signals to uncover needs we have not yet named. Branching, on-demand compute, and instant recovery are examples of possible bets. Make the case for investment and prioritization, including build-vs-buy considerations, and distinguish exploratory vision from release commitments
Cross-Team Execution: Along with program management, own execution health across workstreams, negotiating sequencing, scope, and resource trade-offs with engineering leaders and peer PMs where you have no direct authority. Ensure preview-to-GA readiness, roadmaps, and dependencies across database, storage, Atlas platform, migration, backup, security, and cloud infrastructure teams are aligned and connect to company objectives
Execution & Research Standards: Establish lightweight operating practices and shared customer/market research frameworks that make workload qualification, customer-representative testing, win/loss analysis, launch readiness, and post-launch learning consistent across the portfolio. Use data to drive decisions without overburdening delivery teams
Product Health: Resolve complex post-launch escalations when the root cause spans architecture, performance, migration, observability, supportability, or unclear ownership. Turn customer and operational signals into systemic product fixes rather than one-off workarounds
Customer Discovery: Identify needs and competitive dynamics that cut across product areas. Look beyond requests from today's customers to discover emerging jobs-to-be-done, surprising uses of the architecture, and reasons customers do not choose MongoDB at all. Combine interviews, workload and pricing evidence, product analytics, field feedback, and experiments to test known hypotheses and uncover unknowns; reorient the roadmap when the evidence warrants it
Outbound & GTM: Partner with product marketing, pricing, sales, solutions architecture, customer success, documentation, and support on high-stakes customer engagements, product positioning, and omni-channel marketing. Establish ideal customer profile; ensure claims and migration guidance match demonstrated capabilities; translate successful adoption and enablement approaches into shared playbooks
Executive Alignment: Synthesize customer experience, technical readiness, adoption, and commercial impact into clear, confident product stories for senior leadership. Surface cross-area risks and progress early, including trade-offs between new-workload growth, customer savings, and changes to existing Atlas usage
Mentorship: Mentor PMs across the area, sharing frameworks for cross-team alignment, customer evidence, technical trade-offs, multi-year bets, and leadership communication
Qualification
Commercial and analytical judgmentExceptional communication skillsSuccess Measures
Required
8+ years of product management or equivalent product leadership experience, with a track record personally shaping strategy and outcomes for complex technical platforms across multiple teams, rather than only coordinating delivery
Strong technical fluency in cloud databases, distributed data systems, storage infrastructure, developer experiences, or an adjacent developer platform. Able to reason with engineers about architecture, performance, availability, data movement, and trade-offs without needing to be the system designer
A demonstrated ability to discover opportunities beyond the current roadmap: connect technical possibilities to unmet customer needs, formulate and test hypotheses, notice surprising patterns, and change direction when evidence challenges the original thesis
Experience taking a complex product from early adoption toward dependable, broader use while protecting space for longer-term innovation; able to make explicit trade-offs among customer trust, technical readiness, speed, and investment
Proven ability to influence without authority, negotiating sequencing and resource trade-offs across partner teams with competing priorities
Commercial and analytical judgment: able to assess workload-level value, adoption and usage evidence, competitive alternatives, pricing and unit economics, and the impact of a new product on an existing portfolio. Comfortable with build-vs-buy questions where relevant
Ability to raise the quality of customer discovery and product decision-making across teams through useful shared methods and mentorship, without mistaking more process for better outcomes
Exceptional communication skills: able to explain a technical and commercial thesis, its uncertainties, and the evidence that would change your mind to engineers, customers, executives, and go-to-market partners
Success Measures
In 3 months you will have built a shared picture of which workloads Atlas Infinite serves well today, where customers struggle, what must be true for broader adoption, and what remains unknown. You will have clarified ownership with peer PMs and engineering, established baseline measures, and identified the highest-value questions to investigate
In 6 months you will have influenced consequential roadmap and GA-readiness decisions with customer-representative evidence; articulated a compelling, revisable view of where Infinite can create distinctive customer value beyond GA; and built a learning agenda with clear tests and decision points for both known bets and newly emerging opportunities
In 12 months the portfolio will show measurable progress against its established baselines for qualified adoption, customer experience, and readiness for broader workloads. Important bets will have advanced, changed, or been stopped for explicit reasons; cross-team investments will have produced customer value; and the team will be better equipped to recognize and act on opportunities that were not visible at the start of the year
