Product Owner - Client Data & Analytics

About Us Wellington Management offers comprehensive investment management capabilities that span nearly all segments of the global capital markets. Our investment solutions, tailored to the unique return and risk objectives of institutional clients in more than 60 countries, draw on a robust body of proprietary research and a collaborative culture that encourages independent thought and healthy debate. As a private partnership, we believe our ownership structure fosters a long-term view that aligns our perspectives with those of our clients. About the Role The Product Owner, Client Data & Analytics, is accountable for the product vision, roadmap, prioritization, and measurable outcomes for trusted, governed, and reusable Client Platform data allowing for better measure, analytics, reporting, and self-service capabilities. The Product Owner translates Client Platform strategy and the target operating model into a clear product direction and sequenced backlog grounded in user needs, business outcomes, risk, dependencies, and delivery capacity. The Product Owner leads continuous discovery, defines the problems and outcomes the product will address, and makes explicit decisions about what should be delivered, when, and why it matters. Technology partners are accountable for how solutions are designed, built, supported, and sustained. RESPONSIBILITIES Product Vision, Strategy & Prioritization Define and evolve a product vision and outcome-oriented roadmap aligned with Client Platform strategy and the target operating model. Partner with the Wealth and Institutional Product Owners to understand where workflows, data needs, analytical use cases, and operating requirements are shared and where they materially differ. Translate those needs into scalable horizontal data and analytics capabilities, balancing standardization, reusability, and platform value while avoiding unnecessary duplication or vertical-specific solutions. Establish product objectives, success measures, and decision principles that make priorities and trade-offs transparent. Translate business priorities into a sequenced roadmap focused on measurable business outcomes. Own backlog ordering, sequencing, and capacity-allocation trade-offs within the assigned scope. Consider cross-product, platform, data, and operating-model implications when setting direction and priorities, and coordinate decisions affecting shared capabilities, journeys, or enterprise platforms. Make clear decisions to proceed, defer, reshape, or decline requests, and explain the evidence and trade-offs behind those decisions. Partner with business stakeholders and technology partners to align capabilities with future-state workflows. Stakeholder Management & Adoption Serve as the primary product representative for business stakeholders and technology delivery teams. Build alignment across other Product Owners in the Client, Infrastructure, and Investment Platforms. Drive adoption, stakeholder engagement, and realization of business value. Maintain explicit cross-product handoffs and prevent the product from duplicating capabilities owned elsewhere. Backlog, Requirements & Delivery Own and maintain a healthy, prioritized, and sufficiently refined product backlog that translates strategy and discovery findings into clear, well-scoped work ahead of planning. Lead product decision-making and actively participate in backlog refinement, release planning, and relevant delivery ceremonies in partnership with engineering, design, and delivery leads. Serve as the primary product decision-maker during delivery, responding promptly to questions, clarifying requirements, and making timely scope and sequencing trade-offs when constraints or new information emerge. Surface dependencies, delivery risks, data constraints, and operating-model impacts early, working with the appropriate owners to resolve or escalate them. Remain accountable after launch for evaluating product performance, identifying adoption barriers, and translating evidence into product decisions and prioritized improvements. Workflow Transformation, Data & Technology Evaluate workflows for opportunities to simplify, standardize, redesign, automate, or enable work through fit-for-purpose technology, data, automation, and AI capabilities. Act as a self-sufficient builder with AI, using available tools to prototype, test, and refine workflow improvements while engaging technology SMEs when solutions require scale, controls, or deeper technical expertise. Compare solution options using expected value, user impact, feasibility, risk, controls, data readiness, total cost of ownership, and long-term maintainability. Apply shared ownership rules for data, analytics, content, workflow automation, governance, and authoritative source information when shaping requirements. Product Judgment, Stakeholder Alignment & Adoption Exercise independent product judgment within the agreed strategy, product boundaries, governance, and decision rights. Within the assigned product scope, order the backlog, recommend roadmap changes, make delivery-level scope trade-offs, and accept or reject delivered work against agreed criteria. Ensure affected stakeholders have useful visibility into what is changing, when it is changing, why it matters, and what readiness or adoption actions are needed. Coordinate with the appropriate owners to address launch readiness and adoption needs. Connect work across functions and remain accountable for product outcomes without assuming ownership for every downstream activity. Use the stated product boundary to resolve overlap and escalate unresolved decision-right questions before they create duplicate roadmaps or delivery work. WHAT SUCCESS LOOKS LIKE Product direction, boundaries, decision rights, priorities, and trade-offs are clear and aligned with Client Platform strategy and the target operating model. Delivery teams have clear, refined work, t