Head of Product

Head of Product

Blip is a leading tech company focused on software engineering solutions for sports entertainment. We operate at scale. As part of Flutter Entertainment, we play an essential role in the Group’s goal of becoming the global leader in online sports betting and iGaming, developing innovative products and platforms for over 14 million monthly customers worldwide. We are serious about Tech. We are problem-solvers with big ambitions, keeping a people-first mindset at the core of our work. We prioritize flexibility as we strive to deliver the best technological products and tackle the greatest industry challenges. Recognizing that everyone brings their own strengths, backgrounds and new perspectives, we empower you to be yourself. That uniqueness shapes the culture of belonging we are so proud of.

The Role

We are looking for a

Head of Product

to lead a Platform domain within

Core Platforms

— one of the three Areas that make up FanDuel Sports, alongside Customer Experiences and Trading & Pricing. Core Platforms builds the capabilities FanDuel is built on: scalable, reliable and reusable, so every experience we power moves faster than it could alone. These platforms carry millions of transactions across the biggest days in US sport.

You will lead one of our domains, paired with a Tech Lead:

two people, one accountability . You set direction together and you answer for the outcome together.

A domain in our model is autonomous. It owns its remit, its strategy and its outcomes —

it is not handed a roadmap to execute . It holds a portfolio of evidenced customer problems and prioritises it; that portfolio

is

the roadmap. It holds the capabilities needed to solve them. And it sizes its own parallel capacity against the people it actually has.

Our domains span bet building and placement, bet lifecycle, catalogue and pricing distribution, rewards, generosity and personalisation, and the Predicts platform. You will be appointed to the domain that best fits your strengths, and we expect our Heads of Product to move across domains as the platform and the business evolve.

This is deliberately a

lean-span, high-leverage role . Our ambition is to be AI-native, not AI-assisted: we are redesigning the work so that a pod of three to five people can carry what used to need twelve. That changes what product leadership is for. You will lead a small, senior group of Product Managers — and you will personally own the domain strategy, the problem portfolio, the measurement model and the executive narrative. The leverage in this role comes from the quality and consequence of your decisions, not from the size of the reporting line.

What This Role Asks

We are honest about what makes platform product leadership hard:

Your customer is often another team. “Customer problem” is harder to write when the person feeling the pain is an engineer in Experiences, not a bettor. It still has to be written — by you.

Platform health never finishes, and it competes for the same people as new problems. You hold that balance.

You are a dependency for everyone. Finding the line between enabling every Area and becoming the bottleneck is live work, not a solved problem.

Your wins are invisible. Nobody writes an app review about a settlement that worked. You have to build the measurement and make the case anyway.

What You’ll Own

Impact and strategic alignment

Own the long-term product vision and multi-year strategy for the domain, and maintain a continuous view of domain health and product evolution.

Connect every decision and discussion to customer and commercial impact across the domain remit.

Develop deep understanding of capability pain points and improvement opportunities within the remit.

Define, measure and continuously improve the metrics that move the needle for the remit — including constructing the measurement where none exists.

Prioritisation and business-value gatekeeping

Hold and prioritise the domain’s portfolio of evidenced customer problems.

Prioritise Pod Charters against time-to-market, outcomes, impact, risk and compliance, and strategic alignment.

Act as

gatekeeper of business value

for each Pod Charter — including Charter exits — weighing metric impact, throughput, trade-offs and investment.

Balance the domain investment portfolio against company needs and the maturity of the product remit, including the split between Capability Pods and Dynamic Pods.

Own build-vs-buy and supplier decisions for domain capabilities, with your Tech Lead.

Cross-functional alignment

Align with your Tech Lead counterpart on staffing readiness for next-in-line priorities, and size parallel capacity honestly again