Responsibilities
OKRs & success metrics: Define and own the ERP product line’s Objectives and Key Results (OKRs), in partnership with the Business Owners. 

Integration & interoperability: Define and own the ERP’s integration and interoperability strategy as IFRC’s core platform. Determine which applications connect to ERP, on what terms, and how that evolves over time. Work closely with Enterprise Architecture to ensure alignment with the target architecture and cross-cutting platform standards. 

Continuous product discovery: Maintain an ongoing discovery practice with the Business Systems Analysts, conduct user research, analyse usage data and support trends, run stakeholder workshops, and systematically identify unmet needs and improvement opportunities across IFRC departments and geographic structures. 

Productdelivery & team leadership:  

Product backlog & lifecycle : Own and prioritise the ERP product backlog across its full lifecycle  in line with IFRC’s Hybrid Delivery Framework. Balance investment between new capabilities, enhancements, technical debt reduction, and compliance. 

Technical debt management: Maintain visibility of the ERP’s technical debt and ensure it is systematically tracked and prioritised alongside feature delivery. 

Team leadership & product capability building: Lead and manage 7–10 direct reports and guide up the functional/dual reports across departments and geographic structures. Build the product culture the organisation is transitioning towards. 

Human-centred design: Ensure all ERP development follows a Human-Centred Design approach. Champion user research, usability testing, and accessibility. 

Governance & Stakeholder Management 

Governance & DT Steering Committee: Ensure all required inputs for ERP product governance bodies are prepared to a high standard, enabling efficient and effective decision-making. 

Change management & communications: Drive organisation-wide change management and communications for the ongoing evolution of the ERP, in close collaboration with the Business Owners. 

Stakeholder alignment: Build and maintain strong relationships with business owners, department heads, and key stakeholders across IFRC headquarters, regional offices, and National Societies. Ensure business needs and priorities are accurately represented and that the product roadmap reflects the organisation’s most important problems to solve. 

Network & external insight: Build a network of peers inside and outside the IFRC network to leverage digital experience, ERP market intelligence, and humanitarian sector insights. Stay current with Microsoft D365 developments, the broader ERP ecosystem, and product management best practices to continuously evolve the product’s vision and strategy. 

Operations & continuous Improvements:  

Product performance monitoring: Together with the Service team and suppliers, continuously monitor ERP performance, availability, user satisfaction, and key metrics. This includes regular analysis of  audits and role based access to ensure controls and segregation of duties are in place. 

Compliance & security: Work with the Information Security team to implement and maintain appropriate security measures. Ensure compliance requirements are treated as first-class backlog items. 

Support model oversight: Work with the Service team to ensure an effective ERP support model is in place, covering L1 through L3 support with the right supplier mix. Monitor support quality through metrics and user satisfaction data, and feed systemic issues back into the product backlog. 

Release & patch management: Oversee timely and quality release and patch management (delivered by the Service team and suppliers), ensuring releases follow the Production Readiness Review (PRR) process and that users are adequately prepared and informed. 

Resource and supplier management:  
Total cost of ownership & ROI: Own the ERP product line’s Budget &demonstrate ROI to the DT Steering Committee, identify cost optimisation opportunities, and ensure the product delivers measurable value for money.  
Licensing strategy:  Work with the teams to ensure the license model is appropriate for current and future needs, delivers value for money, and is proactively monitored for supplier changes. Collaborate with the Service team on license forecasting. 
Supplier relationship & performance: Own the product level strategic relationship with ERP suppliers (Microsoft and implementation/support partners). Define performance expectations, conduct regular reviews, and hold suppliers accountable for quality and delivery. 

 
Requirements
Strong analysis and problem solving skills
Solid strategic and conceptual thinking; setting meaningful long-term vision, considering long-term potential, and proposing challenging goals
Effective communication, collaboration and negotiation skills
Ability to drive results and create a culture that fosters proactive action, actively prioritizes, and sets high standards
Bachelor’s degree in Engineering, computer science, or equivalent experience in managing organisation-wide ERP products
ITIL certification (Foundation or above), or a recognised agile/product certification (e.g. PSPO, SAFe Product Manager/Product Owner, Pragmatic Institute PMC)
Minimum 7 years of professional experience or equivalent in ERP operation support with Microsoft D365
Proven experience in leading and managing large teams in a matrix-based organisation
Minimum 5 years of professional experience in product management
Minimum 7 years of professional experience in roll-out, maintenance, upgrades and customizations of ERP systems
Proven experience in contract and supplier management
Proven skills in product vision, business value, and cost model development
Proven skills across the digital product lifecycle: from intake and discovery through iterative delivery to operation and continuous improvement
Comfortable managing both a product backlog and an outcome-driven roadmap
Experience in adopting Human Centred Design principles into the product lifecycle
Propensity for embracing change and ambiguity: anticipating emerging conditions and demands, embracing organisational change, navigating complex dynamics, and viewing uncertainty as an opportunity
Excellent interpersonal skills and proven people management skills (staff and consultants), including conflict resolution
Proven teamwork and trust-building skills, including developing effective networks and partnerships across diverse cultures and environments
Proven training, knowledge transfer, and supervisory skills as part of people management
Well-organized, able to work under pressure and manage emergencies
Proactive approach to finding creative and constructive solutions to difficult issues