Ecolab is seeking an experienced Senior Manager, ServiceNow Technical Product Management to lead the Technical Product Managers supporting products and business capabilities across our enterprise ServiceNow platform.
ServiceNow supports critical workflows across Finance, Procurement, Commercial Operations, Customer Service, HR, Associate Experience, IT, Legal, and other areas of the company. Each of these products requires strong ownership, but they also operate on a shared platform. This role will bring those product areas together under one clear functional direction.
You will lead the Technical Product Management team and serve as the functional authority for the ServiceNow platform. The individual Technical Product Managers will continue to own their respective products, roadmaps, backlogs, stakeholder relationships, adoption, and product health. Your responsibility will be to set the direction for the team, connect the product roadmaps, resolve priorities and functional decisions that cross products, and make sure we are building a coherent enterprise platform rather than a collection of separate solutions.
This is both a leadership and hands-on product role. You will work closely with business product leaders, process owners, Architecture, Engineering, UX, Enterprise AI, Data, Security, QA, Delivery, and Operations. You will need to understand the business problems being solved, how ServiceNow can best address them, and where a request introduces duplication, unnecessary complexity, or long-term platform risk.
This role owns the functional direction of ServiceNow and the quality of product decisions across the platform. Platform Architecture owns technical architecture and guardrails. Engineering and Delivery own technical execution, quality, capacity, and delivery performance.
Reporting to the ServiceNow Platform Owner, this role will have broad visibility across Ecolab and a meaningful opportunity to shape how ServiceNow is used as an enterprise workflow platform.
What’s in It for You
- Lead the Technical Product Managers responsible for ServiceNow products and value streams across Ecolab.
- Set the functional direction for an enterprise platform supporting several major business functions.
- Shape an integrated ServiceNow roadmap rather than managing one product or program.
- Partner directly with business and technology leaders on priorities, investments, and product decisions.
- Build a strong Technical Product Management practice with clear ownership and consistent standards.
- Influence how Ecolab uses workflow automation, enterprise search, knowledge, data, integrations, user experience, and AI.
- Develop a team with deep business knowledge, sound product judgment, and strong ServiceNow expertise.
What You Will Do
Lead the Technical Product Management Team
- Lead, coach, and develop the Technical Product Managers responsible for ServiceNow products and business capabilities.
- Set clear expectations for product ownership, decision-making, stakeholder engagement, roadmap management, adoption, and value realization.
- Review product roadmaps, priorities, risks, dependencies, and outcomes with each TPM.
- Help TPMs work through complex business requirements, platform decisions, and stakeholder disagreements.
- Assign product ownership based on business priorities, product complexity, and team capacity.
- Build consistent product-management practices without losing the business and domain knowledge required within each product area.
- Develop the team’s product, business, leadership, and ServiceNow capabilities.
- Build succession plans and create meaningful development opportunities across the team.
- Hold the team accountable for product outcomes, not simply for completing projects or delivering features.
Serve as the Functional Authority for ServiceNow
- Set the functional direction and product principles for how ServiceNow is used across Ecolab.
- Provide direction on functional decisions that affect multiple products, business functions, or user experiences.
- Establish common approaches for workflows, cases, requests, approvals, tasks, notifications, portals, workspaces, search, knowledge, content, and automation.
- Review business demand against existing ServiceNow capabilities before new functionality or customization is introduced.
- Determine when a need should be met through a shared platform capability, a product-specific solution, a business-process change, or another enterprise platform.
- Resolve functional conflicts across products and prevent teams from creating duplicate capabilities or inconsistent experiences.
- Challenge solutions that add complexity without creating enough business or user value.
- Partner with Platform Architecture so functional direction is supported by secure, scalable, maintainable, and upgrade-friendly technical solutions.
- Represent the functional direction of ServiceNow in platform, architecture, experience, investment, and governance discussions.
Own the Integrated ServiceNow Product Strategy
- Maintain an integrated product strategy for the ServiceNow platform.
- Bring the roadmaps managed by individual TPMs together into one enterprise view.
- Connect product priorities to Ecolab’s business strategy, platform direction, architecture standards, experience principles, and AI strategy.
- Identify opportunities to reuse workflows, integrations, data, experience components, knowledge, automation, and other shared platform capabilities.
- Balance immediate business needs with platform health, technical debt, regulatory requirements, operating cost, and long-term maintainability.
- Maintain a multiyear view of product maturity, capability gaps, dependencies, adoption, lifecycle needs, and investment requirements.
- Identify where multiple product teams are solving similar problems and bring them together around a common approach.
- Provide leadership with a clear view of priorities, sequencing, dependencies, tradeoffs, risks, and expected outcomes.
- Make sure the individual product roadmaps collectively move ServiceNow toward a more integrated enterprise workflow platform.
Govern Demand and Priorities
- Establish a consistent approach for evaluating and prioritizing ServiceNow demand.
- Make sure demand is evaluated based on business value, user impact, strategic alignment, functional fit, risk, dependencies, effort, and long-term cost.
- Lead prioritization when products or programs compete for shared architecture, engineering, UX, integration, data, or platform capacity.
- Maintain visibility into committed work, emerging demand, capacity constraints, and cross-product dependencies.
- Prevent programs from making isolated platform commitments that create conflicts for other products or the enterprise roadmap.
- Work with business leaders, TPMs, Architecture, Engineering, UX, Finance, and Delivery to inform investment and sequencing decisions.
- Bring decisions to senior leadership when alignment cannot be reached at the product or platform level.
- Present clear options and recommendations rather than escalating issues without a path forward.
- Make sure priority decisions are communicated and reflected in product roadmaps, backlogs, and delivery plans.
Establish Clear Product Governance
- Define how Technical Product Management operates across the ServiceNow platform.
- Clarify decision rights among business product managers, process owners, TPMs, Business Analysts, UX, Architecture, Engineering, QA, Delivery, and Operations.
- Establish clear ownership for product strategy, functional direction, roadmap priorities, solution design, delivery, release readiness, adoption, and ongoing product health.
- Lead the functional product-governance forums for ServiceNow.
- Make sure decisions are made at the right level and by the right owners.
- Resolve cross-product dependencies, scope conflicts, and functional disagreements.
- Keep governance practical and focused on making better decisions, not adding unnecessary process.
- Maintain clear records of major decisions, exceptions, risks, commitments, and accountable owners.
Guide Cross-Product Functional Design
- Review major functional designs and product proposals that affect shared platform capabilities or more than one business area.
- Make sure proposed solutions address the underlying business outcome rather than simply recreating current processes or requested features.
- Identify requirements that could create unnecessary customization, duplication, complexity, or downstream support issues.
- Guide product teams toward reusable platform capabilities and common functional patterns where they make sense.
- Make sure functional designs consider the full process, affected personas, regional requirements, accessibility, language, data, integrations, security, and operational support.
- Bring Architecture and Engineering into decisions early enough to understand technical implications before commitments are made.
- Facilitate decisions when business requirements span multiple products, processes, or enterprise systems.
- Stay engaged in major initiatives through design, delivery, testing, deployment, and stabilization to protect the approved product intent.
Drive Stronger Product Delivery
- Partner with Architecture, Engineering, UX, QA, Delivery, and Operations to turn the integrated roadmap into executable plans.
- Make sure initiatives enter delivery with clear outcomes, accountable product ownership, defined scope, experience direction, success measures, and decision rights.
- Hold TPMs accountable for maintaining actionable roadmaps and prioritized backlogs for their products.
- Make sure TPMs remain engaged from discovery and design through testing, deployment, adoption, operation, and continuous improvement.
- Review major scope and priority changes when they could affect another product or an existing platform commitment.
- Identify recurring delivery problems caused by unclear ownership, weak functional decisions, incomplete requirements, competing priorities, or unresolved dependencies.
- Help remove issues that cannot be resolved within an individual product team.
- Keep business and technology leaders informed when product decisions put timelines, outcomes, quality, or platform health at risk.
Create a Consistent Enterprise Experience
- Establish consistent experience principles across ServiceNow portals, workspaces, mobile experiences, and workflow interactions.
- Partner with UX leadership on reusable patterns, accessibility expectations, and design governance.
- Align product teams on navigation, taxonomy, search, knowledge, content, requests, cases, approvals, tasks, notifications, and personalization.
- Prevent separate programs from creating conflicting or duplicative experiences for associates, customers, suppliers, or operational teams.
- Promote configuration and reuse of common platform capabilities before introducing product-specific customization.
- Make sure experiences work across desktop, mobile, manufacturing, field, and corporate environments.
- Use research, analytics, feedback, adoption data, and support trends to identify improvements that should be addressed across products.
- Advance AI, Automation, and Platform Innovation
- Set the functional product direction for ServiceNow AI, Now Assist, AI agents, enterprise search, conversational experiences, workflow automation, and decision support.
- Partner with Enterprise AI, Architecture, Security, Data, and business leaders to identify and prioritize practical AI opportunities.
- Focus AI investments on clear business and user outcomes rather than disconnected technology features.
- Establish functional expectations for process ownership, human oversight, knowledge quality, transparency, security, support, and adoption.
- Review ServiceNow releases and emerging capabilities and determine where they fit within the platform roadmap.
- Help TPMs turn relevant platform capabilities into practical product plans.
- Look across products for opportunities to reduce manual work, simplify user experiences, improve decisions, and automate repeatable processes.
Own Product Health, Adoption, and Value
- Establish common measures for product value, adoption, experience, automation, operational performance, and business outcomes.
- Hold TPMs accountable for defining expected outcomes and measuring results after implementation.
- Maintain an integrated view of product maturity, adoption, risks, dependencies, functional health, and realized value.
- Use analytics, user feedback, service trends, incidents, defects, and operational data to identify areas requiring attention.
- Make sure each product has a clear lifecycle plan covering launch, adoption, enhancement, support, modernization, consolidation, and retirement.
- Identify capabilities that are underused, overlapping, or no longer sustainable and recommend a clear course of action.
- Connect roadmap investments to measurable improvements in user experience, automation, efficiency, cycle time, compliance, and cost to serve.
- Provide platform and business leadership with a straightforward view of product performance, risks, and improvement priorities.
Build Strong Business and Technology Partnerships
- Serve as a trusted advisor to business and technology leaders on ServiceNow priorities, opportunities, constraints, and tradeoffs.
- Build strong relationships with business product leaders and process owners across the functions supported by ServiceNow.
- Help stakeholders understand what the platform can support, where common standards apply, and what dependencies or tradeoffs must be considered.
- Translate platform and technical issues into clear business implications.
- Challenge proposed approaches when they create duplication, fragmentation, unnecessary complexity, or long-term platform risk.
- Build alignment across teams with different priorities without losing sight of the broader platform direction.
- Represent the Technical Product Management organization in product, investment, architecture, experience, delivery,
