At DICK’S Sporting Goods, we believe in how positively sports can change lives. On our team, everyone plays a critical role in creating confidence and excitement by personally equipping all athletes to achieve their dreams. We are committed to creating an inclusive and diverse workforce, reflecting the communities we serve.
If you are ready to make a difference as part of the world’s greatest sports team, apply to join our team today!
OVERVIEW:
Welcome to Product Management at DICK’S Sporting Goods, where we specialize in delivering retail excellence along every aspect of the customer journey.
Our mission focuses on crafting intuitive, easy-to-use products that span across our business. We are looking for a new team member who can bring product-market viability ideas that inspire, innovate and deliver elevated experiences for our customers and products.
The Group Product Manager (GPM) for Payments & Fraud is responsible for setting strategy, leading teams, and delivering outcomes across in-person and digital payment experiences, fraud prevention, and risk management. This role combines deep domain expertise in payments and fraud with strong people leadership and the ability to operate credibly with executive stakeholders in a complex, high-scale retail environment. You will own outcomes across conversion, trust, fraud loss, and payment cost efficiency—balancing customer experience with cost optimization, risk and regulatory requirements.
This role is accountable for the overall Dick’s Sporting Goods payments and fraud capabilities across a store network of ~900 stores, ecommerce, and mobile. Additionally, this role will be a key connection across Dick’s Sporting Goods and Footlocker to align future capabilities across organizations.
As a Group Product Manager, you enable the delivery of product experiences rooted in lean product management principles and human-centered design principles that support strategic priorities. Your influence and expertise enable you to promote the value of the product model as you continue to build partnerships in support of the products you manage. As a product management leader, you provide direct oversight in the organization and delivery of high-quality products while balancing people management and opportunities for development. Focus areas may include:
Strategy & Communication
You lead a team of Product Managers within the Payments & Fraud portfolio and are accountable for defining, organizing, and communicating a cohesive strategy aligned to business growth, trust, and conversion.
Continue to shape and align the future product vision and landscape for Payments & Fraud at DSG
Drive high impact Product updates and decisions on strategy, trade-offs, outcomes, and value delivered that span various layers and functions in the organization
Serve as a trusted partner to senior and c-suite leaders on payment and fraud direction and considerations
Translate complex technical, risk, and regulatory concepts into clear business narratives
Define and evangelize a clear “north star” strategy across customer experience, authorization performance, fraud/risk posture, and total cost of payments
Clarify decision rights and accountability across Payments & Fraud (what you own vs. influence), including key vendor/partner recommendations
Investment, Prioritization, Planning & Development
You enable teams to deliver against outcome-oriented roadmaps while balancing capacity, risk, and investment trade-offs.
Own and drive prioritization across core Payments & Fraud capabilities to optimize delivery across channels, loyalty/ marketing & other key operational partners
Influence and support activation of further refine operating rhythms and engagement discipline across stakeholders and partner technology teams
Identify and mitigate dependencies and risks across Engineering, Security, Finance, Legal, Store Operations, and vendors
Continue to mature team and portfolio to proactive, capability-driven product leadership
Own a portfolio-level KPI framework and investment narrative that ties roadmap decisions to business impact (conversion, authorization rate, fraud loss, chargebacks, false positives, customer friction, and cost-to-accept)
Lead annual/quarterly planning with clear tradeoffs across capacity, regulatory commitments, and platform resiliency
Leadership & People Management
The Group Product Manager manages manage up to six product managers working across two or three product domains within a given portfolio. You must develop a deep understanding of cross-product domains and support the overall strategy of the portfolio. As a Leader of People, you will support ongoing career development and growth opportunities for your team of product managers.
Translate and localize functional expectations and broader enterprise goals to direct team
Embrace and embody overall technology “DNA” and culture with team
Continue to build a high-performing payments & fraud product bench by coaching PMs on domain depth (risk, compliance, payments operations), structured decision-making, and executive-ready storytelling
Refine/ establish clear operating rhythms across product, engineering, data science/analytics, security, finance, and key operations/ channel partners
Feedback
As a product leader, it is essential to provide the appropriate forums to seek feedback and understanding amongst your teams, stakeholders and leadership to aggregate and activate this feedback in meaningful ways. When conflict arises, it is critical to resolve quickly to minimize churn. Create a transparent “trust dashboard” and regular readouts that make tradeoffs explicit and align teams on friction vs. risk decisions
Job Duties & Responsibilities
Leadership – How you expand your influence through strategy, decision making, coaching, and management
Enlist & Enable Stakeholders
Uses evidence-based influencing skills to mobilize portfolio and cross-portfolio teams across technology and business domains
Creates and communicates standard stakeholder touchpoints to maintain alignment and address challenges
Translates stakeholder knowledge as inputs to prioritization and product vision
Leads a group of product managers and stakeholders within a portfolio during key planning activities
Provides executive-level prioritization and progress updates to senior leadership
Serve as the primary product partner for key external payments and fraud vendors/processors—driving evaluation, selection recommendations, and ongoing performance management
Translate network rules / regulatory constraints into pragmatic plans (e.g., PCI, card brand rules, privacy expectations), partnering closely with Legal, Security, Finance, and Risk
Leadership & People Management
Manages 4-6 direct reports across multiple product teams across 2-3 product teams within a portfolio
Uses organizational agility to influence teammates and peers without formal authority
Practices radical candor, conducting coaching conversations and delivering effective feedback to the teammates you support
Creates a people-first culture where teammates thrive
Understands and executes HR and people management essentials
Conducts talent assessment ceremonies of Product Management competencies, skillsets and profiles
Ensures there is alignment across the greater Product organization guiding teammates in their functional area and helping them grow in the practice of Product Management
Advocates for and actively participates in the Product Community of Practice
Recruits, interviews and aids in the selection of top talent
Oversees interns, development programs and special assignments as required
Attract, develop, and retain top product talent by creating clear growth paths and expanding scope opportunities across Commerce/Trust over time
Strategy – How you understand and plan within a product team that solves customer problems and drives market impact
Form Strategy & Prioritize Work
Defines the product strategy in support of the vision across a group of products within a given portfolio
Builds the roadmap, collaboratively with product managers and stakeholders, based on goals for the portfolio
Uses decision support tools to weigh the competing factors and objectives the product teams you support
Communicates the roadmap strategy to the relevant the relevant leadership, teammates and stakeholders
Effectively explains ‘why’ work was prioritized for executive-level consumption
Establish explicit portfolio guardrails and decision frameworks for friction vs. risk (e.g., step-up authentication, order holds, manual review thresholds)
Identify Opportunities
Uses data to discover customer pain points across the group of product teams you support aiding in the development of their roadmap outcomes and strategies
Identifies patterns in data and builds expanded research models in partnership with Product