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Manulife Financial

Global financial services: insurance and investments

Assistant Vice President Enterprise Digital Capabilities

Technical Product ManagementConfirmed live in the last 24 hours
Full-timeToronto, ON, Canada

About the Job

Requirements

  • A bachelor's degree in Business, Digital, Technology, Marketing, or a related discipline is required; an MBA or master's degree is preferred.
  • At least 10 years of experience in digital product management, digital transformation, enterprise capabilities, platforms, or related leadership roles.
  • Demonstrated experience building and scaling reusable digital products, platforms, or capabilities across a complex, federated organization.
  • Strong understanding of modern digital ecosystems, including APIs, cloud platforms, identity, personalization, search, content, data, analytics, experimentation, and customer experience technologies.
  • Experience establishing product management disciplines and managing a portfolio of digital products or capabilities through their lifecycle.
  • Demonstrated ability to identify opportunities for reuse, simplify complex technology landscapes, and translate enterprise investment into measurable business value.
  • Strong understanding of AI and automation and their application to digital products, customer experiences, and delivery.
  • Proven ability to influence and align senior stakeholders across business, marketing, product, and technology organizations without relying solely on direct authority.
  • Experience operating successfully in a global, federated environment with competing priorities and varying levels of digital maturity.
  • Strong strategic, commercial, and analytical skills, with the ability to connect technology and capability decisions to customer outcomes, delivery acceleration, and financial value.
  • Ability to translate complex digital concepts into clear business outcomes.

Responsibilities

  • Own the strategy, roadmap, and ongoing evolution of the portfolio of reusable enterprise digital capabilities.
  • Establish a clear view of capabilities required to support digital convergence across markets, segments, and channels.
  • Identify common business and customer needs that can be solved once and reused across the enterprise.
  • Assess existing segment capabilities for opportunities to scale them globally rather than rebuild equivalent solutions.
  • Prioritize enterprise investment based on customer value, segment demand, reuse potential, strategic alignment, and economic benefit.
  • Maintain a multi-year capability roadmap aligned to Digital Storefront, segment roadmaps, and the broader digital strategy.
  • Rationalize overlapping capabilities, technology, and licenses where appropriate to keep the portfolio focused and sustainable.
  • Lead the Common Capability Collective, bringing together Digital Storefront and product leaders to shape capability priorities and investment.
  • Create transparency across segment roadmaps to identify shared needs, opportunities for reuse, and potential duplication before investment occurs.
  • Establish a federated model that enables capabilities to originate within segments and evolve into reusable enterprise capabilities.
  • Build alignment around enterprise standards and shared capabilities while preserving segment accountability for customer experiences and business outcomes.
  • Create decision rights, funding principles, ownership models, and governance for creating and evolving common capabilities.
  • Establish product management disciplines across the capability portfolio, including product vision, roadmaps, adoption, performance measurement, and lifecycle management.
  • Ensure every capability has clear customer and business outcomes, ownership, success measures, and an evolution roadmap.
  • Use segment feedback, performance data, and emerging customer needs to improve capabilities continuously.
  • Drive adoption and reuse across markets and segments so enterprise investments accelerate local roadmaps.
  • Ensure capabilities are extensible so segments can meet differentiated market needs without unnecessarily duplicating core functionality.
  • Manage capabilities through investment, enhancement, optimization, consolidation, and retirement.
  • Establish an AI-by-default approach to developing and evolving enterprise digital capabilities.
  • Identify opportunities to embed AI in capabilities to improve customer experiences, decisioning, personalization, and digital effectiveness.
  • Apply AI and automation across the capability lifecycle to accelerate development, testing, implementation, operations, and optimization.
  • Partner with Technology and enterprise AI teams to identify emerging AI capabilities that can be productized and reused across the organization.
  • Evaluate opportunities to reduce manual effort, improve quality, and accelerate time to market through AI-enabled capabilities and ways of working.
  • Co-lead the enterprise capability portfolio with Global Technology through a two-in-a-box leadership model.
  • Define business requirements and product priorities while partnering with Technology on architecture, engineering, security, scalability, and technical lifecycle management.
  • Ensure enterprise capabilities integrate effectively across the digital ecosystem and can be consumed by multiple platforms, markets, and channels.
  • Promote API-enabled, modular, and reusable approaches that reduce point-to-point solutions and technology duplication.
  • Ensure platform and technology decisions support long-term reuse, interoperability, and enterprise scale.
  • Establish a value proposition and business case for enterprise digital capabilities and the overall portfolio.
  • Quantify and track value generated through reuse, including delivery acceleration, avoided duplicate investment, license consolidation, operational efficiency, improved customer experience, and reduced ongoing support costs.
  • Demonstrate how building once and reusing at scale compounds speed, quality, and efficiency with each additional implementation.
  • Partner with Global Marketing Strategy, FP&A, Technology, and segment teams to track expected and realized benefits.
  • Use adoption, utilization, performance, and financial data to inform ongoing investment and portfolio decisions.
  • Partner with segment digital leaders to understand upcoming priorities and identify enterprise capabilities that can accelerate their roadmaps.
  • Establish onboarding, documentation, implementation patterns, and support models that make enterprise capabilities easy for teams to adopt.
  • Build awareness and understanding of available capabilities across the organization to increase reuse and prevent unnecessary reinvention.
  • Create feedback loops with consuming teams so capabilities evolve based on implementation and customer needs.
  • Champion a culture of reuse and enterprise thinking while recognizing the differentiated needs of individual markets and businesses.

About the Company

Manulife Financial

Global financial services: insurance and investments

Manulife Financial is a global financial services provider offering a wide range of insurance and investment solutions. It serves individuals, businesses, and institutions with products such as life and health insurance, wealth management, and retirement plans. Customers fund these products through premiums, fees for asset management, and investment income earned on invested assets. Manulife uses analytics and technology to tailor services and improve efficiency, aiming to help clients protect their finances, grow their wealth, and plan for retirement. The company differentiates itself through its large international presence in North America, Asia, and Europe, its breadth of products, and its emphasis on data-driven insights to personalize offerings. Its goal is to help customers achieve their financial goals and aspirations by providing comprehensive, paid-for financial solutions and ongoing support across multiple regions.

Company size
10,001+
Company stage
IPO
Headquarters
Toronto, Canada
Founded
1887

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