Senior Principal - Product Owner - EUC/MDM

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. Job Purpose     Own the product for how 50,000+ employees across [X] countries get, use and are supported on their devices — with particular depth on the mobile estate: iOS and Android, corporate-owned and BYOD, standard knowledge-worker devices and the field, clinical, lab and manufacturing devices that behave nothing like them.  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 why, in what order, and being accountable for whether it actually improved anything. Success is measured in adoption, effort saved and experience improved, not in tickets closed or features shipped.  The role sits between three constituencies that rarely agree: employees who want their devices to just work, Security who want them locked down, and Finance who want them cheaper. Turning that tension into a prioritised, defensible backlog is the core of the job.  Key Responsibilities   • Own and articulate the product vision for end user services and mobile device management — a clear statement of what the service will be in 18 months and why that matters to the business.  • Maintain a rolling roadmap that balances new capability, technical debt, security and compliance obligations, and experience improvement; keep it honest about capacity.  • Translate the EUC strategy and architecture direction into a sequenced, deliverable product backlog.  • Own the business case and benefits realisation for product investment; be accountable for the value claimed, not just the spend approved.  • Own, refine and prioritise 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 that engineers can build from and testers can verify — specific about the outcome, not prescriptive about the solution.  • 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, networking, service management — and escalate early when they threaten delivery.  • Own the release and change approach for user-visible change, including pilot rings, communications and rollback triggers.  • Be the voice of the employee in every prioritisation conversation, and hold the evidence to back it: research, telemetry, ticket analysis and direct observation.  • Run continuous discovery — user interviews, shadowing in the field and on the shop floor, surveys, usability testing — with the populations who are least like head office.  • Convert digital experience (DEX) telemetry and service desk data into prioritised, root-cause-addressing backlog items; treat every recurring ticket category as a product defect until proven otherwise.  • Own adoption: define what good adoption looks like before launch, measure it after, and act when it does not materialise.  • Own the product for the mobile estate: enrolmen