Head of Product - Document Processing

Objectives – The Problems You’ll Solve 

First 45 Days: Establish a Clear Point of View on the Lending Market and Where We Can Win 

Objective: Build a sharp, evidence-based understanding of the Lending space, the institutions we serve best today, and where the strongest early signals exist. 

• Clarify the lending segments where we see the most natural fit — by institution size, lending model, workflow maturity, and operational pain points. 

• Evaluate early customer usage to identify which workflows deliver real value and which rely on workarounds or heavy services. 

• Review deal histories, renewals, and stalled opportunities to understand our true buying triggers, hesitation points, and perceived gaps. 

• Build a concise, data-backed point of view on where Lending’s traction is credible and where it remains unproven. 

• Identify the 2–3 lending workflows most likely to anchor early product-market fit. 

First 90 Days: Define the Lending Strategy in a Way That Scales Beyond Individual Deals 

Objective: Turn early traction into a strategy that internal teams can understand and execute consistently. 

• Create the first version of the Lending strategy narrative: who the product is for, what problems we focus on first, and what outcomes we commit to delivering. 

• Establish simple product-market fit indicators (adoption moments, activation patterns, renewal signals) and socialize them across Product, CS, and Sales. 

• Position Lending relative to competitive alternatives (manual processes, LOS add-ons, BPO/consultants) with clarity about where we win. 

• Work with Product Marketing to turn findings into practical talk tracks and discovery flows that accurately reflect lender realities. 

• Align teams on what we are not pursuing yet to protect focus and prevent dilution of early wins. 

First 180 Days: Create Repeatable Value Delivery for the First Credible ICP 

Objective: Prove that we can consistently deliver value to a defined lender segment, not as isolated wins but as repeatable outcomes. 

• Shape the roadmap around the workflows that matter most to the chosen ICP; reduce distractions from adjacent, unvalidated requests. 

• Identify and close the most painful early gaps, e.g., missing workflow steps, data handoff inconsistencies, configuration friction, or dependency gaps. 

• With CS and Implementation, define and test the “first 90 days of value” plan for Lending accounts, iterating as needed. 

• Capture evidence from early implementations: time to value, iteration cycles, customer satisfaction, and reference ability. 

• Ensure the product experience clearly communicates workflow value, exceptions, data movement, and outcomes. 

First 360 Days: Turn a Promising Product Into a Scalable Lending Line 

Objective: Set the trajectory for Lending to become a durable growth engine. 

• Show credible movement across product-market fit signals: repeatable wins in a defined ICP, stronger renewal health, more consistent usage patterns, and fewer surprises in deals. 

• Maintain a forward-looking roadmap that deepens workflow quality where we have traction and cautiously expands into adjacent steps where customers are already pulling us. 

• Partner with Revenue leadership to align product capabilities with realistic commercial expectations and ensure pipeline assumptions reflect what the product can actually deliver. 

• Validate a small number of expansion opportunities (adjacent lending workflows or new institutional segments) based on real customer demand. 

• Become the central voice for the Lending line and be clear on what Lending is for, why we are focusing where we are, and how the product will evolve to reinforce early signals. 

Competencies – What We’re Looking For 

Strategic thinking 
Understands how lenders manage workflows, risk, and compliance, and turns that insight into a sequenced strategy for building product-market fit. 

Analytical  
Differentiates real traction from noise using customer behavior, adoption patterns, and deal signals; builds simple measures to track product-market fit progress. 

Customer understanding 
Engages deeply with lenders to uncover true operational needs and turns these into meaningful product decisions. 

Leadership 
Builds trust with Product, Engineering, Marketing, Sales, and Customer Success by being clear and evidence-driven, keeping teams aligned on what matters most. 

Follow-through 
Turns strategy into deliberate, high-importance workflow depth and reliable delivery, shaping early implementations that confirm or challenge the plan. 

Clear communication 
Explains the Lending strategy in plain language that lenders, internal teams, and executives understand, keeping reasoning visible and consistent.