国际化出行产品运营专家

Owning the pipeline - Running a structured intake across the operating teams, so requests reach the product organization consolidated rather than as competing asks - Holding one prioritized roadmap and defending it, including the no and the not this quarter, with the reasoning documented - Competing for scarce build capacity against other categories, and owning the win rate - Staying close to the operation, with time in market as a standing input rather than an occasional visit Owning the relationship with product - Being the single channel in both directions between the category and the product organization - Writing the business requirement documents: problem, evidence, success measures, and business case, at a standard that survives review - Answering the product organization's questions on time, since most delays start on the business side - Staying engaged through the build so scope does not drift, without taking over the product specification - Catching collisions with adjacent work early, while they are still cheap Connecting capability across markets - Keeping a working map of product capability built elsewhere in DiDi that is relevant to a premium category - Making the honest transfer call: what applies here, what needs adapting, what does not travel - Bringing findings back as sized options rather than as references - Representing local constraints back to the central organization so they shape what gets built Leading the bets that sit nowhere - Owning the product initiatives that belong to no single operating team, including new category formats and pricing capability - Framing them, building the case, carrying them through review, and knowing when to kill one - Building reusable capability rather than one-off fixes Getting the launches shipped - Owning the product dependencies that gate new market launches, and being straight about which ones are real gates - Signing off on operational readiness before launch, which is a different question from whether s

Product ownership from the business side. 6+ years in product management, business product or product operations, owning a roadmap rather than supporting someone else's. You have written the requirements, argued for the capacity, and lived with the result. Fluency with how product gets built in a large, centralized organization. How requirements are reviewed and prioritized, and how decisions actually get made. Experience working with China-based product and engineering teams is a strong advantage. The judgment to filter, not relay. You can look at something built for one market and say honestly whether it transfers, adapts, or does not travel. Writing that carries an argument. Your documents make the case after you leave the room. Influence without authority, across organizations and time zones. You have moved priorities on a team that does not report to you. You treat that relationship as the work, not as overhead. Data fluency. Working proficiency in SQL or the ability to get there fast. You build your own evidence, and you are comfortable with AI tooling as part of how you work. Languages and mobility. Mandarin and English required, Spanish a plus. The role runs across two time zones and involves regular travel between the region and China. Low ego, high judgment. You are comfortable being the challenger in the room and the support outside it. You take positions, hold them under pressure, and update them when the evidence says so.