DWE - Senior Product Owner - P&C

Business Introduction
GSK remains committed to achieving bold commercial ambitions for the future. By 2031, we aim to deliver £40 billion in annual sales, leveraging our existing strong performance momentum to significantly increase our positive impact on the health of billions of patients globally. Our Ahead Together strategy is centred on early intervention to prevent and alter the course of disease, thereby protecting people and supporting healthcare systems.
Our diverse portfolio consists of vaccines, specialty medicines, and general medicines.
Through continuous innovation and a dedicated focus on scientific and technical excellence, we strive to develop and launch new, groundbreaking treatments that address critical health challenges.

Own the product for how 50,000+ employees across [X] countries communicate, collaborate and get work done — email, chat, meetings, files, intranet, workflow automation and AI assistance. In practice that means owning the employee-facing side of the Microsoft 365 estate: Teams, SharePoint and OneDrive, Exchange, Viva, Power Platform and Microsoft 365 Copilot.

This is a product role, not a project role. The Senior Product Owner owns the vision, the backlog and the outcomes — deciding what gets built and adopted, in what order, and being accountable for whether people actually use it and whether it made their work better. In this domain the licence is usually already paid for; the value is almost entirely in adoption, and unadopted capability is the default failure mode.

The role also owns the hardest trade-off in the collaboration space: making it easy for people to share and work together, while making it hard for them to share the wrong thing with the wrong person. Turning that tension into a prioritised, defensible backlog is the core of the job.

Responsibilities:
This role will provide YOU the opportunity to lead key activities to progress YOUR career. These responsibilities include some of the following:

• Maintain a rolling roadmap balancing new capability, adoption of capability already licensed, information governance and compliance obligations, technical debt, and experience improvement.

• Translate platform architecture direction and the Microsoft 365 roadmap into a sequenced, deliverable product backlog — and decide what the organization adopts, defers or disables.

• Own the business case and benefits realization for product investment, including the license cost of add-on capability at 50,000-user scale where a per-user SKU is a seven-figure decision.

• Own, refine and priorities the product backlog as the single source of truth for the squad; make prioritisation calls transparently and defend them.

• Write clear user stories and acceptance criteria specific about the outcome and the measure of success, leaving solution design to engineers and architecture.

• Lead sprint planning, refinement, review and retrospective alongside the Scrum Master; accept or reject work against acceptance criteria.

• Manage dependencies across adjacent squads — identity, security, records management, endpoint, networking — and escalate early when they threaten delivery.

• Own the release approach for user-visible change: pilot rings, champion networks, communications, training and rollback triggers. In this domain, the change management is the delivery.

• Own adoption as a first-class product outcome: define what good adoption looks like before launch, instrument for it, measure it after, and act when it does not materialize.

• Run the champion and super-user network; build the enablement, training and communication assets that turn a feature release into changed behavior.

• Retire and consolidate identify overlapping or redundant tooling, own the migration and decommissioning proposition, and make the case to the business units who like their current tool.

• Treat low adoption of funded capability as a product defect requiring root-cause analysis, not a training problem to be pushed at HR.
  Why You?
• Be the voice of the employee in every prioritisation conversation, with evidence to back it: research, usage telemetry, ticket analysis and direct observation.

• Run continuous discovery — interviews, shadowing, surveys, usability testing — deliberately including populations least like head office: frontline, deskless, lab, manufacturing and field-based employees.

• Convert usage analytics and service desk data into prioritized, root-cause-addressing backlog items.

• Own the employee-facing design of the information governance model — sensitivity labelling, retention prompts, external sharing and guest access journeys — so that compliant behaviors is the easy behavior.

• Own the Copilot and AI assistance product: readiness, license allocation strategy, use-case identification, enablement, guardrail communication and measurable value realization.

• Own the Power Platform citizen-development proposition — how the business builds safely, what support and guardrails they get, and where the boundary to professional development sits.

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