The Product Owner at esurance is the value-maximiser for the business service they own. Working in a Product Team together with engineers, a Tech Lead, and close delivery partners, the Product Owner defines the product vision for the owned domain, maintains and prioritises the backlog, and ensures each delivery cycle moves the service measurably closer to its OKRs.
In our Business service "Digital Offering within team SHOP, this means balancing user value, business feasibility, delivery sequencing, and cross-team dependencies across customer journeys and operational flows. The role requires strong product discovery, rigorous backlog management, clear requirements engineering, and confident stakeholder coordination across product, engineering, operations, and business-facing teams.
Compared with the company-wide Product Owner description, the SHOP context adds a distinct mix of product work that the new Product Owner will inherit and continue to shape.
Complex digital journey ownership: the domain includes offer completion flows, happy and unhappy path handling, validation logic, premium indication behavior, application assessment, and return or save journeys.
Customer project delivery: SHOP contributes work packages to customer projects. The Product Owner takes over end-to-end ownership for these packages including scoping, planning, sequencing against the roadmap, tracking progress and budget, and steering them to completion together with the Tech Lead and delivery partners.
Strong UX and testing feedback loop: a noticeable share of recent work has come from user interviews, testing feedback, UI refinements, and iteration on document and journey details.
Cross-system and cross-team coordination: multiple initiatives depend on alignment with other business services (PRIME and SODA), especially for handovers, endpoints, workflow orchestration, and data synchronization.
Domain-heavy requirements work: the role must translate insurance process logic, legal-form-driven rules, coverage behavior, pre-insurer handling, underwriting history, and health survey interactions into clear implementation-ready backlog items.
Operational quality ownership: the current ticket landscape includes feature work, spikes, defects, QA topics, performance improvements, and delivery follow-up, which means the role needs strong judgment on trade-offs between innovation, stability, and flow efficiency.
In practice, the ideal candidate can move fluently between discovery, requirements, prioritisation, stakeholder alignment, and delivery follow-through.
