Head of Product Business Unit

About Us
HEAD OF PRODUCT BUSINESS UNIT
Anchanto | Pune, India | Reports to the Chief Executive Officer | Unit of 12 to 45 people
About Anchanto
Anchanto is an e-commerce and supply chain technology company headquartered in Singapore, with offices in twelve countries across Asia Pacific, the Middle East and Europe and its largest engineering center in Pune. Brands, retailers and logistics service providers use our purpose built SaaS products to run and scale their e-commerce and omnichannel operations: Order Management, Warehouse Management, Anchanto Grid with more than 200 ready integrations to marketplaces, carriers and enterprise systems, Parcel Tracking, Control Tower and Operations Experience, with Vantage AI as the data and insights layer across all of them. Our AI enabled agentic services, launching soon, help customers run their commerce operations with less manual work and faster decisions. More than 360 enterprise customers, including L'Oréal, Panasonic, Estée Lauder, DKSH, Toll and Bosch, process over 200 million orders a year through Anchanto across more than 700 warehouses. Anchanto is an Asendia portfolio company.
THE ROLE
A Product Business Unit (PBU) is Product Management and Engineering for one product, brought together as a single threaded organization with one head, one backlog and one set of priorities. The head owns the product's market position, strategy, roadmap, engineering, quality, reliability and business results, and leads the engineers who build it. This is how the leading software companies are organized today: Amazon's single threaded leaders and two pizza teams, the autonomous product units at Spotify and Atlassian, the product clouds at Salesforce and Adobe each run as a business. It removes the handoffs, competing priorities and diffused accountability of separate product and engineering functions, and puts one leader in charge who decides and answers for the result.
This is not a pure product management role. You lead the engineering team as well as the product team, you own the technical quality of what ships, and you are measured on outcomes, not activities. It is the role of building a product business that leads its category: you set where the product goes, build it with your own engineering team, put it in front of the market with the revenue teams, and answer for what it earns and how customers experience it.
WHAT YOU OWN: PRODUCT STRATEGY, ROADMAP, ENGINEERING, DECISIONS AND RESULTS
Product strategy. You know your market and competitors better than anyone in the company, set the product strategy and the positioning ambition with the industry research leaders, keep the product's gaps against the Gartner, Forrester and IDC criteria on your roadmap with dates, and give the CROs your input on pricing and packaging.
Roadmap and priorities. One backlog covering the roadmap, customer commitments, innovation and tech debt, with the trade offs made by you within the portfolio allocation the CEO sets. Customer priorities and asks come to you from the Delivery team, your internal customer; you deliver against them and do not overwrite them.
Decisions. What gets built, in what order and how; technical design within the architecture and security standards the CTO sets; release decisions; and whether your product can meet a scope and a date. No scope or date is committed on your product without your confirmation, and once committed you deliver it.
The way we build. Specs based, AI assisted engineering is the standard way of working in every unit. You own the spec standard for your product and the readiness gate that stops work starting before decisions, credentials and test windows are in place. Quality is owned by the people who build.
Results. Product P&L, growth, margin and contribution; reliability, incident response and customer satisfaction for your product; and the people: unit structure, hiring, promotions and a standing innovation and AI sub pod that explores adjacent capabilities.
Ecosystem. Alignment with the other PBUs on the shared roadmap, the blueprint and joint commitments, and working in step with Product Marketing.
COMMERCIAL INVOLVEMENT
This is not a sales role and carries no quota. The CROs set market priorities, the go to market and what and how your product is sold; the revenue teams (existing customers, Global Strategic Accounts, Key Account Management) own the customer connect. You help them sell: you step into strategic, complex or at risk deals when asked, and you are the final word on what your product can commit to and when. You do not override or bypass them to reach customers directly.
How You Manage Your People
Every person in the unit has written objectives and two or three KPIs for the quarter, reviewed monthly; nobody is without them thirty days after joining.
Feedback is direct, factual and given within the week, in writing when it matters.
You represent the company to your team, not the team to the company. Management debt, wrong decisions, undelivered feedback and unaddressed interpersonal issues, is fixed within thirty days of knowing about it.
Performance is measured against objectives, not effort or tenure. An underperformer gets a written plan and a date; if it passes you take the decision yourself, including exit. Interns are confirmed and people are promoted only after a documented assessment and a direct conversation.
The unit reports in numbers, weekly in writing and monthly in the outcome review.
You talk to your N-1, your N-2 and every individual contributor, with skip level one to ones at least quarterly; you do the final interview of every person joining the unit; and the unit runs on a written meeting cadence you publish in your first thirty days and keep.
OWNING CUSTOMER ESCALATIONS
An escalation on your product is yours from the moment it is raised until the customer confirms it is closed. You do not trivialize it, and you do not expect the CEO or the CROs to lead it. You own the fix and the communication: first written update within the hour, a fixed written cadence until closed, root cause and corrective action within five working days after. You put proactive monitoring in place so the unit knows before the customer does.
Who Decides What
Decision: Roadmap, prioritization, trade offs, what gets built and how, technical design within architecture guardrails, release decisions within standards.
Decides: You
Decision: Whether your product can meet a scope and a date; unit structure, hiring and promotions within policy; spend within the approved budget.
Decides: You
Decision: Customer priority, customer asks, revenue delivery and the external customer commitment and timeline.
Decides: Delivery, with your confirmation on scope and date
Decision: Pricing and packaging; market priorities; go to market; what and how your product is sold; customer connect.
Decides: CROs and revenue teams, with your input on pricing
Decision: Portfolio allocation, the blueprint, headcount and total investment, cross PBU priority collisions.
Decides: CEO
Decision: Technology standards, security and compliance, architecture guardrails, CICD, infrastructure, data and AI platform.
Decides: CTO
How You Are Measured
You own outcomes, not activities. Story points, releases and features shipped are not on this scorecard. You are judged on the outputs below, and you run the unit on five to eight controllable input metrics that you propose, prove move the outputs, and review every week. Numbers are baselined in your first month and verified by Finance.
Product led revenue enablement
What we look at: Adoption and usage depth of the modules we sell, share of customers on the current version, deals unblocked or lost on product capability, referenceable customers, time to go live
Retention and unit margin
What we look at: Net revenue retention for your product, churn and its reasons, and the unit's contribution margin after people, infrastructure and delivery cost
Reliability and customer satisfaction
What we look at: Availability, incidents and time to resolve, escaped defects, escalations by count, root cause and time to close, NPS or CSAT, and whether the unit found the problem before the customer did
Planned versus actual
What we look at: Execution against the quarterly plan and the annual plan: objectives met, committed deliveries on date, say to do ratio, and variances explained in writing
Market position
What we look at: Where the product stands against the Forrester Wave, Gartner Magic Quadrant and IDC MarketScape criteria for its category, gaps closed each quarter, and analyst recognition over time
AI leverage and AI first approach
What we look at: Share of work built specs based and AI assisted, automation percentage by activity, cost and cycle time per delivered item falling every quarter, new work designed AI first
Team EPS and health
What we look at: Team EPS score, attrition and regretted attrition, skills coverage, and whether the unit runs without you in the room
PLANNING AND CADENCE
You write the multi year product plan, the annual plan each October as a

Work arrangement
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