Product Manager (Defence Platform Electronics)

1. Product Strategy & Roadmap

a. Own and maintain the product roadmap for Defence Platform Electronics, ensuring clear linkage to revenue growth, margin expansion and order pipeline priorities.

b. Align product direction with validated customer demand, addressable market opportunities, competitive positioning and long-term industry trends.

c. Develop differentiated products and investment priorities based on clear value propositions, pricing power, contribution margin and return on investment.

2. Market Research and Opportunity Identification

a. Define priority customer segments, buying centres and ecosystem partners to build qualified opportunities and strengthen market access.

b. Conduct market sizing, total addressable market analysis, growth projections and competitive benchmarking to support investment, pricing and portfolio decisions.

c. Translate market trends, customer requirements and competitor movements into actionable product, commercial and pursuit strategies.

d. Develop and defend product-level business cases, including three-year revenue forecasts, cost assumptions, gross margin targets, investment requirements and payback considerations.

3. Go-to-Market (GTM) Strategy Development

a. Develop go-to-market strategies that convert product capabilities into qualified pipeline, bookings and revenue across priority markets.

b. Build and manage strategic channel, sales and industry partnerships to accelerate market penetration and reduce cost of customer acquisition.

c. Identify emerging electronics technologies and translate them into commercially viable product enhancements, partnerships or roadmap investments.

4. Channel Strategy Development

a. Define channel strategies that improve marketcoverage, sales productivity and revenue scalability.

b. Identify and qualify target markets and partner profiles, including distributors, resellers, system integrators and strategic industry partners with measurable sales potential.

c. Align channel strategy with product roadmap, business objectives, defence capability needs and annual financial targets.

d. Cultivate partnerships that expand addressable markets, improve win probability and support early customer adoption or reference deployments.

5. Product Development Lifecycle Management

a. Work with engineering, sales, operations andfinance teams to prioritise product features and investments based on customer value, revenue potential, delivery feasibility and margin impact.

b. Evaluate technology readiness, development cost, time-to-market and commercial readiness to support disciplined R&D investment decisions.

c. Forge commercial partnerships and customer engagements that create repeatable revenue opportunities and strengthen competitive positioning.

6. Technical Feasibility Studies

a. Assess resource, manufacturing and supply-chain requirements to ensure product plans are executable within target cost, schedule and margin parameters.

b. Evaluate scalability, manufacturability and lifecycle cost to support market expansion, repeat orders and sustainable profitability.

7. Comprehensive Risk Assessment

a. Identify operational, regulatory, certification and customer-adoption risks that may affect bookings, revenue recognition, delivery timelines or margin performance.

b. Evaluate competitive risks, pricing pressure and substitution threats, and propose mitigation actions to protect win probability and profitability.

c. Analyse demand volatility, market-access constraints and sales conversion risks that may impact forecast accuracy, investment returns and overall financial projections.