About this role
The Hub Delivery Quality team owns the scorecard program for Hub Delivery — a product that serves 40K+ partners across 9 countries. The scorecard elevates partners and sets them up for success by providing transparency into their standing, surfacing actionable insights, and creating accountability mechanisms that protect the customer experience. We seek an L6 Product Manager to own and lead the international expansion of the scorecard program. This person will define the product strategy for launches in Japan, Spain, Egypt, UAE, and India — and build the foundation for future launches across Europe, APAC, and MENA. The role requires someone who can operate independently across time zones, navigate ambiguity in new markets, and translate a proven US model into localized experiences that respect regional differences while maintaining a consistent global framework. Key job responsibilities Own the international scorecard product roadmap. Define what launches in each country, in what order, and why — based on partner volume, market maturity, and operational readiness. Translate the US scorecard model for new markets. Identify which metrics, thresholds, and enforcement mechanisms apply globally versus which require localization (e.g., regulatory requirements in the EU, labor laws in Japan, market-specific delivery patterns in MENA). Define product requirements and write PRDs for each country launch — including metric definitions, data availability, partner-facing UX, and appeals mechanisms. Coordinate with country teams and tech stakeholders to manage release dependencies, data pipelines, and integration timelines across multiple geographies. Establish the measurement framework for each market — identify which quality metrics (DEA, Concessions, FDDS, Click-to-Deliver, SPOZH) apply, what baselines exist, and what "good" looks like in each country. Build the launch playbook for international markets — a repeatable, modular framework that accelerates future country launches without re-inventing the process each time. Partner with legal and compliance teams in each region to ensure the scorecard program meets local regulatory requirements, data privacy standards, and labor law constraints. Drive VP-level goal alignment — ensure scorecard launches support broader organizational goals and report progress through WBR/MBR/QBR mechanisms. Manage stakeholder communication across time zones — provide clear, concise updates to senior leadership on launch status, risks, and milestones. A day in the life No two days look the same in this role — and that's the point. You own a product that spans five countries, three regions, and a dozen stakeholder teams, so the work shifts between deep strategic thought and rapid cross-functional coordination depending on where each market sits in its launch cycle. Some mornings start with a sync to APAC — a quick alignment with the Japan country team on a localization decision that surfaced overnight. Maybe the data pipeline for Delivery Experience Accuracy (DEA) went live, but the team discovered that zip-code-level granularity doesn't exist the same way it does in the US. You work through the trade-offs, make a recommendation, document the decision, and move on. Other mornings start quiet — deep in a PRD for Spain, working through how the EU AI Act's transparency requirements intersect with the scorecard's automated decision framework, or drafting the appeals mechanism language that legal needs to review. By mid-morning, you're in the weekly product sync with your US counterpart and your manager. The conversation moves fast: which US metrics translate cleanly to Spain without modification, whether Egypt's Cairo operations can support a Q2 pilot, and a tech dependency on right-to-left rendering for Arabic-language markets. You leave with three action items and a clear decision on metric parity across regions. The middle of the day is where the real product work happens. You might spend an hour on market research — reviewing partner feedback from UAE pilot partners, mapping delivery patterns in Egypt where Cairo and Alexandria have fundamentally different route structures, or building the case for country-specific thresholds with a fairness framework that ensures partners are measured against peers in similar conditions. This is the kind of work that doesn't fit neatly into a meeting — it requires space to think, model, and write. Afternoons often shift to stakeholder management and cross-functional alignment. A call with the EU legal team about GDPR implications for partner scoring. A 30-minute sync with EMEA country teams where Spain confirms their partner communication plan, UAE shares their pilot cohort size, and Egypt raises a UX question about language defaults. You make the call — Arabic as default, English as a toggle — document it, and assign the spec to design. Between the syncs, you update the international launch tracker — a one-page document that shows each country's status, key milestones, and next decision points. You draft a four-sentence executive summary for the weekly flash. You iterate on the International Launch Playbook — the repeatable framework your team uses for each new country — adding a "Data Readiness Checklist" based on lessons from the Japan launch that will accelerate India and future MENA launches. The role is equal parts builder and operator. Some weeks you're heads-down writing the strategy for how the scorecard should work in a market that has never had one. Other weeks you're in execution mode — unblocking a tech dependency, aligning a legal review, or presenting launch readiness to senior leadership. The constant thread is ownership: you own the outcome for international scorecard expansion, end to end, from strategy through execution through measurement. What makes this role distinct from a typical international PM role is the combination of product depth and geographic breadth. You're not localizing a button color — you're deciding whether a metric that works in the US even makes sense in a market with different delivery infrastructure, different partner expectations, and different regulatory constraints. You build the framework once, then prove it scales. About the team Hub Delivery scaled from 5K to 40K+ partners in under two years — the quality team exists to ensure that growth translates into a great customer experience. We own the partner scorecard, the quality metrics framework, and the conduct policies that give partners clear visibility into their standing and a fair path to improve. Within Hub Delivery, we are the quality bar — the team that defines what "good" looks like across every geography and builds the systems to measure, coach, and enforce it at scale.