VP of Product Management, Trust & Safety, Match Group

Build, grow, and lead a high-performing central team of product managers across core safety workstreams. Lead through a matrix. You and your team will partner closely with — and often depend on — brand product, design, and engineering teams. Create the working agreements, clarity, and influence that make that model deliver.

Build a culture of high standards, end-to-end ownership, and candor. 10+ years of product management experience in consumer technology, with significant time in Trust & Safety, integrity, or a closely adjacent domain (marketplace, rideshare, gaming, social, fintech). A proven track record of building, developing, and scaling high-performing product teams, with a clear point of view on talent, culture, and how people do their best work.

Demonstrated success leading horizontal, platform, or multi-brand product work — building capabilities that serve many teams, not a single product surface. Hands-on fluency with AI and machine learning in a product context. You understand both the possibilities and the guardrails, and you know how to apply each responsibly.

Proven ability to translate ambiguous, fast-moving problems — regulatory change, emerging abuse, shifting threat models — into clear product strategy with measurable user and business outcomes. Strong executive presence and the ability to lead through influence: aligning brand and central stakeholders, and delivering results without relying on direct authority over every team you depend on.

Exceptional analytical and problem-solving skills, with the composure to operate in high-urgency, ambiguous environments without sacrificing long-term quality or team health. Deep user empathy and consumer-centric thinking. You believe safety is a felt experience, not only a backend one. Build-Once Economics & Shared Infrastructure Build safety and compliance into products by design, and ensure obligations are met consistently across brands and jurisdictions rather than reinvented for each.

Surface and resolve the tradeoffs where brand-local incentives (registration, engagement, revenue) and portfolio integrity priorities diverge — and make those calls defensibly, weighing both.