Sr. Product Manager Tech - AWS, Global System Integration

AWS Infrastructure Services owns the design, planning, delivery, and operation of all AWS global infrastructure. We keep the cloud running: the data centers and all the power, cooling, networking, and structural systems behind them.

Within that, the Global System Integration team builds the next generation of data center products. We are accountable for cost per megawatt, construction cycle time, on-time launch, design error rates, embedded carbon, and labor moved off site.

As a Sr. Product Manager - Technical, you own the business case for a data center product or platform. You define the problem worth solving: the cost target, the customer need, and the limits the design must meet. You help the team make real tradeoffs, and you stay accountable from first concept to the final megawatt delivered.

Key job responsibilities

• Own the business case for each product or platform you carry, defining the cost target, customer need, constraint set, and measure of success.
• Set and defend the constraint box Engineering solves within, drawing the cost, schedule, sustainability, and buildability limits from the business case.
• Govern design change, the largest controllable cost driver, by being the test every proposed change passes or fails on whether it earns its cost and schedule hit against the case.
• Own the full chain from design decision to delivered megawatt.
• Prioritize across the portfolio when new demand arrives, deciding what gets staffed and what slips, naming the cost of leaving a product understaffed, and tying every staffing ask to a specific product and tier so the tradeoffs stay explicit and documented.
• Author and defend the business case in the operating plans, reviews, and strategy papers that release capital, and turn repeatable product judgment into decision-support mechanisms the organization can run without you.

A day in the life

You start by checking the products you own against their cases: is cost on target, are dates holding without burning buffer, are design errors trending down. In a design review, you judge not the engineering but whether a proposed change earns its cost and schedule hit and whether anyone has signed off the departure. When new demand lands, you decide what it displaces and write that tradeoff down so it is traceable. You draft a business case for an operating-plan review, coach a PM through theirs, and close an open sign-off before it re-opens first principles.