Lead Product Manager
This is the employer's own posting, not a copy on a job board.
What we know
Is it still open?
Confirmed still open
Last checked 18h ago — checked against the employer's own applicant tracking system, which is the company answering directly.
We re-read the employer's own applicant tracking system and the posting was still there. That is the company answering directly.
How old is it?
Posted 72d ago
The date the source published, not the day we noticed it (2026-08-23). Last seen at its source 9h ago.
We have tracked this listing since 23 Oct 2026 (10 days). The employer's own board has carried it every time we have read it, most recently 9 hours ago.
Is it remote?
Marked remote on the employer's board
Their board carries a remote setting on this posting — a field they filled in, not wording we read. The location field names somewhere specific, which is usually where the team or the entity sits.
Who may apply?
Egypt
The description states no restriction of its own. This is the source's own tag.
Pay not stated
Similar roles pay $55k–75k/yr
Middle 50% of 85 listings that do state pay — Product · Lead · EMEA · USD/year. This employer has published no salary; this is what comparable listings we hold disclose, never converted between currencies or periods. How this is calculated.
Skills named in the ad
Recognised terms only, from a fixed vocabulary — this is what CV matching compares against.
Carried by 1 source
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Workable employer's own board first seen 10d ago · last seen 9h ago
The listing
Payments, identity, marketing technology
Most platform jobs are maintenance work on foundations somebody else poured. This one is not.
DigitalZone runs a digital goods and top-up business, a ticketing platform and a regulated trading venue across Iraq and the region. Today they share rails that were built to serve one product and now serve four. Your job is to turn that into a real platform: payments that move customer money reliably, an identity that belongs to us rather than being borrowed from a partner, and marketing technology that can reach and personalise for every customer we have.
Get it right and four product squads move faster than they could alone. Get it wrong and nobody ships, and everyone blames the roadmap.
The hard part
Payments here are not a Stripe integration. It is a cash-heavy market, local rails, telecom billing, agent networks, and fraud that adapts faster than the release cycle. Every control you add prevents loss and costs conversion, and you will be the one who has to say which number wins.
Identity is harder still. A large share of our customers reach us through a partner's login today. Migrating them to an identity we own, without losing them on the way across, is the single most consequential product problem in the company. It has no clean playbook and no second attempt.
What you'll do
- Own the roadmap across payments (orchestration, rail integrations, authorisation rates, retries and routing, refunds, disputes, reconciliation), identity (company-owned identity, one unified profile, verified contact and consent) and marketing technology (event and campaign infrastructure, direct reach, attribution, personalisation delivery).
- Run the payment funnel as numbers: authorisation rate by rail, failure taxonomy, cost per transaction, fraud loss and chargebacks against the friction each control adds.
- Take company-owned identity from near zero to the majority of monthly actives, including the migration path and the day the partner login stops being the front door.
- Treat the vertical squads as your customers: contracts, docs, self-serve, measured adoption, and no tolerance for four half-maintained copies of the same capability.
- Align engineering, security, fraud, finance, compliance and marketing. Platform ships only through other teams, so alignment is the job, not overhead on it.
- Run the loop and hold others to it: hypothesis, minimum detectable effect, decision rule, recorded ship or kill verdict after launch.
- Design PCI scope, personal data handling and consent in, rather than retrofitting them.
- Lead 3 to 6 PMs and raise the standard of their work, starting with their writing.
Requirements
- 6+ years in product management, 2+ leading PMs or owning a platform domain as its senior product voice.
- Payments shipped in production. Hard requirement: provider integration, orchestration or routing, authentication flows, settlement, chargebacks or fraud controls, owned end to end.
- Real depth in identity or marketing technology, and credible reasoning across both.
- Evidence of consolidating duplicated capabilities, and of setting standards other teams adopted because they were good rather than mandated.
- Technical fluency to hold your own in an architecture review. You read an API contract unaided and you know why idempotency and webhook retries decide whether an integration survives a bad week.
- Your own SQL, and the metric definition agreed before the feature.
- Influence without authority, including with people who do not agree with you yet.
- AI-assisted working by default, without shipping output you cannot explain.
Nice to have
- Payments in Iraq, MENA or another emerging market: local rails, cash-heavy behaviour, telecom billing, wallet and agent networks.
- Decoupling a product from a dominant partner's authentication or distribution.
- Platform work serving several business units with separate P&Ls.
- Arabic.
What we will not pretend
The foundations are uneven, some of the roadmap is inherited, and the identity migration will be the hardest thing you have shipped. In exchange you get scope that would take three promotions to reach at a larger company, a direct line to the executive who owns Product, and a decision cycle measured in days.
If you want a tidy platform to steward, this is the wrong role. If you want to build the one the next decade of this business runs on, apply.
Benefits
- Immediate, large-scale impact on a high-growth business
- Top-of-the-market compensation packages
- Work alongside top regional talent, with team members from Talabat, Careem, Etisalat, and more