Product Owner, Hardware

TAIT partners with artists, brands, IP holders and place makers to bring culture-defining, never-before-seen experiences to life. With a legacy of innovation spanning over 45 years, TAIT has grown from pioneering in rock ‘n’ roll concert staging to setting the global standard for extraordinary live events and experiences through cutting-edge technology, precision engineering, and creative design. TAIT’s 20 global offices have developed iconic productions and experiences in over 30 countries, all seven continents, and even outer space for renowned performers, theme parks, exhibits, and venues across the globe, including partnerships with Taylor Swift, Cirque Du Soleil, Royal Opera House, Nike, NASA, Bloomberg, Google, Beyoncé, and The Olympics

Position Purpose

The Hardware Product Owner II independently owns product areas or moderately complex initiatives for Technology Market hardware products. Product assignments may include overhead machinery, onstage machinery, controls, electronics, automation, mechanical systems, integrated hardware/software systems, or related engineered products.

The role translates hardware product strategy and portfolio direction into clear product intent, business rationale, specifications, requirements, priorities, validation expectations, launch criteria, and lifecycle handoff information.

The role works with Hardware Product Strategy, Engineering, Program Leadership, Manufacturing, Supply Chain, Quality, Service, Support, Product Lifecycle Management, Assets, and market stakeholders so hardware products remain market-aligned, manufacturable, supportable, and commercially useful.

Responsibilities

Hardware Product Definition & Business Case

• Own product problem, target users, market need, strategic fit, intended value, assumptions, risks, product economics, reuse potential, and measures of success for assigned hardware work.
• Own hardware product scope, non-goals, performance expectations, environmental or operational constraints, interfaces, safety considerations, and lifecycle assumptions.
• Own decision records and business-case changes as evidence, cost, supply, schedule, manufacturability, or market conditions change.

Market, Project & User Insight

• Own input from Hardware Product Strategy, Live and Fixed market groups, project teams, service teams, field teams, Assets, customers, and end users.
• Own relevant hardware competitors, alternate solutions, customer workflows, installation conditions, service realities, and product adoption evidence.
• Own customer, project, demonstration, field, or validation activities to ensure hardware decisions reflect real operating conditions.

Specifications, Prioritization & Validation

• Own clear, testable hardware specifications and requirements, including use cases, operating conditions, interfaces, acceptance criteria, validation expectations, dependencies, and success measures.
• Own trade-offs among user value, market need, business value, safety, reliability, manufacturability, serviceability, cost, risk, approved budget, and schedule.
• Own requirement integrity from approved specification through development, validation, launch readiness, and lifecycle handoff.

Development & Launch Partnership

• Own with Engineering and Program Leadership during planning, design reviews, prototype reviews, supplier or manufacturing reviews, demonstrations, verification, validation, and product-readiness reviews.
• Own proposed technical or delivery changes for their effect on product value, user outcomes, manufacturing readiness, supportability, lifecycle cost, and approved business case.
• Own product input for launch planning, documentation, training, customer communications, go/no-go decisions, and transition to Product Lifecycle Management.

Portfolio, Lifecycle & Continuous Learning

• Own hardware roadmap and portfolio discussions with evidence from product performance, project adoption, manufacturing feedback, service issues, lifecycle cost, and customer value.
• Own lessons learned from development, launch, field use, manufacturing, service, and lifecycle teams into future product requirements and product strategy decisions.
• Own refresh, replacement, sustainment, or retirement recommendations in partnership with Hardware Product Strategy and Product Lifecycle Management.

Measures of Success:<