Senior Product Manager

Hornblower Group is a global leader in experience and transportation. Spanning a 100-year history, Hornblower Group s portfolio of international offerings includes water- and land-based experiences and ferry and transportation services. City Experiences, Hornblower Group s premier experience division, offers dining and sightseeing cruises and walking and food tours through the City Cruises, Walks, and Devour brands. City Ferry, part of Hornblower Group s Ferry and Transportation Division, is the largest private operator of high-speed passenger and vehicle ferries in the United States, carrying more than 10 million passengers annually and operating services including NYC Ferry, Puerto Rico Ferry, and other regional ferry systems. Hornblower Group s subsidiaries include Hornblower Marine, which provides vessel outhaul and maintenance services at Bridgeport Boatworks in Bridgeport, Connecticut, and Seaward Services, Inc., a full-service shipping, waterfront logistics and management company that specializes in the operation and maintenance of government and commercial vessels. Additionally, Anchor Operating System, LLC, a Hornblower Group subsidiary and independent entity, provides reservation, ticketing and website integration services for clients in the transportation, tourism and entertainment industries. Today, Hornblower Group s global portfolio covers over 10 countries, over 50 U.S. cities and serves more than 20 million guests annually. Headquartered in Orlando, Florida, Hornblower Group s additional corporate offices reside in San Francisco, California; Boston, Massachusetts; Chicago, Illinois; London, United Kingdom; New York, New York; Dublin, Ireland; and across Ontario, Canada. For more information, visit hornblowercorp.com. Position Summary: We're hiring a Senior Product Manager to drive strategy and execution for the technology behind Sales and Service at Hornblower. While you own the platforms the Sales, Service, and Contact Center teams sell and serve on, those teams own their operations and their people. This role is the IT-side product owner for the Sales & Service organizations, where you will serve as a peer to your Sales-org and Marketing-org counterparts. In this role you will need to land outcomes through partnership while leading through influence. On the Sales side you own the technology for every non-web channel - contact center sales, group and event sales, partners and third parties, and OTA bookings. On the Service side you own service technology for every channel, web and OTA included, from pre-booking inquiry through post-booking support. Web sales itself sits with the Digital team - because the guest journey crosses that line constantly, you'll partner closely with Digital wherever their surface and yours meet.The problems aren't fully framed yet, the stakeholder map is wide (Sales, Contact Center, Marketing, Digital, plus vendors like Anchor and Salesforce and several consultancies), and the right answer generally isn't sitting in anyone's backlog. You'll shape it as the first dedicated product owner for this scope, in close partnership with the Head of Product. Duties and Responsibilities: • Drive the enterprise roadmap for Sales and Service technology, framing the problems worth solving and sequencing the bets across channels, vendors, and internal teams. • Shape the technology strategy and the measurement approach behind it - define what good looks like for non-web sales (contact center, group/event, partners, OTA) and for cross-channel service, and the metrics we'll hold ourselves to. • Navigate the internal-and-vendor stakeholder map and lead without authority to a single coherent plan people can commit to. • Partner closely with the Digital team at the web/non-web seam - Digital owns the web sales surface, you own everything else in sales and all of service, and the guest journey crosses that boundary constantly. Make the seam invisible to the guest. • Influence senior partners across IT and the business to make the contested tradeoffs - build vs. buy, vendor vs. internal, sales-channel-specific vs. shared service capability - and own the rationale behind those calls. • Partner with engineering and vendor teams on architecture tradeoffs across a multi-platform ecosystem; bring a clear technical point of view to decisions about Anchor, Salesforce, and the integrations between them. • Drive execution against the roadmap across multi-quarter horizons, sequencing near-term wins in contact center, group/partner sales, OTA, and cross-channel service so they compound into the longer-arc strategy. What success looks like (first 6-12 months) • You've published an enterprise roadmap for Sales and Service technology that the business, IT leadership, the Digital team, and key vendors are aligned to - and that holds up when priorities shift. • You've reframed at least one ambiguous problem in the scope (e.g., what "service" actually means across web, OTA, contact center, a...