Director of Product

Real people. Real service.

At SupplyHouse.com, we value every individual team member and cultivate a community where people come first. Led by our core values of Generosity, Respect, Innovation, Teamwork, and GRIT, we’re dedicated to maintaining a supportive work environment that celebrates diversity and empowers everyone to reach their full potential. As an industry-leading e-commerce company specializing in HVAC, plumbing, heating, and electrical supplies since 2004, we strive to foster growth while providing the best possible experience for our customers.

We are looking for a Director of Product to own our product operating model end to end: the practice of product management, the delivery engine that gets work shipped, and the annual roadmap that connects both to company strategy. Reporting into our COO, this individual will lead a team of Product Managers embedded in cross-functional pods and hold those pods accountable for measurable customer and business outcomes. The Director of Product will work in close partnership with the VP of IT, Senior Manager of UX, Director of Enterprise AI Adoption, and business leaders to connect customer needs, business priorities, technical strategy, and execution. If you’re passionate about building high-performing product organizations, enjoy turning strategy into action, and are excited to lead cross-functional teams in delivering product experiences that are strategically sound, technically feasible, thoughtfully designed, and impactful for customers and the business, we want to hear from you!

This remote position is open to individuals who live in, or are open to relocating to, the following states: Arizona, Delaware, Florida, Georgia, Kentucky, Nevada, New Jersey, New York, North Carolina, Ohio, Rhode Island, South Carolina, Tennessee, Texas, Virginia, and Washington.

This position requires travel to our headquarters in Melville, NY 6 times per year for internal meetings and team building activities. We reimburse reasonable and necessary travel expenses, and you’re also welcome to work on-site anytime beyond these visits – our doors are always open.

Role Type: Full-Time, Exempt

Location: Remote 

Schedule: Monday through Friday, 8:00 a.m. to 5:00 p.m. with time zone flexibility 

Base Salary: The expected starting salary for the position is $193,389 to $276,270 within a full position range of $193,389 to $359,151 annually. This range reflects the long-term earning potential for the role. Our starting pay practice is the minimum to middle portion of the range, depending on experience, qualifications, and internal equity, consistent with applicable law and it is rare for a new hire to start above the midpoint.

What you will own:

• Accountability across the pod structure 
  • Pod ownership. Own outcome accountability for every product pod, ensuring each has a clear mission, a primary success metric, and explicit guardrail metrics.
  • Decision rights and shared accountability. Establish clear decision rights across Product, UX, and Engineering. Product leads customer problem definition, business outcomes, prioritization, and roadmap decisions; UX leads research and experience design; Engineering leads technical architecture and implementation. Hold each trio jointly accountable for delivering measurable outcomes, with unresolved tradeoffs escalated and decided quickly.
  • Cross-pod seams. Resolve cross-pod dependencies, sequencing conflicts, and platform-versus-feature tradeoffs before they become delivery risk.
  • Operating cadence. Define and maintain the standards that make pods legible to leadership: how bets are written, how success is defined up front, how results get reported, and what happens when we need to pivot.
• Leading and developing product managers
  • People leadership. Directly manage and coach a team of product managers with clear leveling expectations and honest, specific feedback.
  • Craft development. Build Product Management craft across discovery and delivery: opportunity framing, jobs-to-be-done and customer problem definition, hypothesis writing, experiment design, and evidence-based prioritization.
  • Hiring. Recruit, onboard, and retain strong product talent. Own the hiring bar and the interview loop for the function.
  • Influence without authority. Coach Product Managers to lead through influence across Merchandising, Marketing, Operations, Customer Service, and Engineering without relying on formal authority.
• Managing to outcomes, not outputs
  • Outcome definition. Translate company strategy into a product strategy with a north star metric and a supporting metric tree, so every pod can trace its work to a business result.
  • Measurement. Replace feature-count reporting with outcome reporting: leading and lagging indicators, target versus actual, and a clear read on what we learned.
  • Continuous discovery. Partner with the Director of Customer Experience to establish a consistent customer research and usability practice across product teams, validate bets before they consume significant engineering capacity, and stop or pivot work that is not moving the intended metric.
  • Evidence-based prioritization. Ensure prioritization reflects qualitative customer insight, behavioral data, business performance, and operational feedback rather than stakeholder preference alone.
  • Customer proximity. Build direct exposure to professional tradespeople and internal users into the product management operating model.
  • Portfolio balance. Manage capacity as a portfolio of bets across core growth, platform health, and exploratory work, and be able to defend that allocation to the executive team.
• Roadmap ownership
  • Annual roadmap. Build and publish the annual product roadmap, then maintain it as a living now / next / later view rather than a fixed feature calendar with dates attached to everything.
  • Quarterly planning. Run the quarterly planning process: OKR setting, bet selection, capacity modeling, and tradeoff decisions with clear rationale.
  • Executive alignment. Keep the roadmap credible with senior leadership and the board through clear, unhedged communication about what is committed, what is a bet, and what changed.
  • Backlog health. Maintain a rigorously prioritized backlog with a real definition of ready and definition of done, so pods are never blocked on ambiguity.
• Project management and delivery
  • Integrated planning. Ensure significant initiatives have clear scope, milestones, owners, dependencies, resource assumptions, risks, decision points, and launch criteria.