At easyJet, we are on a mission to transform our integrated Planning and Operations into a world class digitally optimised operation, through the use of new and emerging technologies.
Every day, thousands of decisions are taken across our operation — whether to delay a departure or swap an aircraft, how much buffer to hold in the schedule, which crew pattern to build, which disruption to absorb and which to protect against. Each of those decisions has a cost. Today that cost is calculated differently depending on who is asking, which system they are in and which assumptions they happen to be using, which means two well-built products can recommend opposite actions and both appear to be right.
Fusion exists to fix that. It is the single operational currency\: one agreed, explainable way to express the cost of a decision, shared by every decision support product we build, from the day of operations through into the planning time horizon.
We are looking for a Product Manager to take end-to-end accountability for Fusion, working alongside the Senior Product Manager, fellow Product Managers and the business teams who rely on these products every day.
Product and its ways of working is new to easyJet, and we are looking for people who are able to help us mature our capability as we journey through the skies together!
This role sits at the intersect between the business, technology teams and our customers, and will really make the difference. The team is highly specialised in emerging technologies and importantly understands how planning, operational and commercial decisions connect in a rapidly changing landscape.
As Product Manager – Fusion, you will own the strategy, development and delivery of the product that gives easyJet a single, trusted cost of decision — directly shaping choices that affect millions of passengers and frontline staff across Europe.
Fusion is the common language our decision support products speak. It turns operational trade-offs into one comparable currency — bringing together delay and disruption cost, crew, fuel and emissions, airport and ground cost, passenger compensation and care, downline and network impact, revenue spill and recapture, and the customer cost of getting it wrong. Where a product needs to rank options, Fusion is what it ranks them by.
Critically, that currency has to hold across the whole horizon. A decision taken at 06\:00 on the day of operations and an assumption built into next season’s schedule, crew plan or network plan must be valued on the same basis, or the operation will spend its life correcting plans that were optimised against a different set of numbers. Making tactical and planning economics consistent — while respecting that uncertainty, optionality and recoverability behave differently at three hours out than at three months out — is the central product challenge of this role.
Working closely with the Senior Product Manager and the Head of Technology, you will take full accountability for your product across its whole lifecycle — setting the vision, defining the roadmap and leading the cross-functional team that delivers it. That team, made up of engineers, analysts, Data Scientists and delivery partners, will rely on your leadership to ensure every product decision is grounded in customer insight, operational efficiency and commercial value. You will also contribute to the strategy of the wider product group, making sure your product earns its place within it.
Your customers are the operational and planning decision makers who act on the numbers, and equally the other Product Managers and products that consume them. You will succeed only if Fusion is adopted in place of the local cost models, rules of thumb and spreadsheets that exist today, and adoption will be earned through trust\: the numbers have to be right, explainable, available when the operation needs them, and owned jointly with Finance and the business functions whose economics they represent.
You will therefore spend real time in arbitration. A single currency means agreeing one view where Network, Crew, Ground Operations, Customer, Commercial and Finance each hold their own today.. You will need the credibility to convene those conversations, the rigour to ground them in evidence, and the judgement to know when a difference of view is a genuine modelling gap rather than a disagreement to be settled.
This role is ideal for a hands-on product thinker who thrives in a high-volume, high-impact environment and can balance a compelling product vision with day-to-day execution.
You will own the currency, the models behind it and the means by which other products consume it. You will not own the operational decisions themselves, nor the systems that execute them — but you will own the basis on which those decisions are compared.
A single, documented definition of the cost of a decision, with clear boundaries on what is included, what is deliberately excluded, and why.
The cost components that make it up — aircraft and direct operating cost, delay and disruption, crew cost and legality impact, fuel and CO₂, airport, ATC and ground handling, passenger compensation, care and rebooking, downline and network consequence, revenue spill and recapture, and the customer and brand cost of poor outcomes.
A consistent unit of account, so options of different shapes — cancel, delay, swap, re-route, re-crew, protect, do nothing — can be compared on the same scale.
Models, Assumptions & Integrity
Consumption, Integration & Platform
One economic basis spanning the day of operations, the pre-tactical window, and the schedule, crew and network planning horizons.
Demonstrable links between the currency and outcomes such as disruption cost, OTP, crew and aircraft utilisation, fuel and CO₂, and customer experience.
Product Strategy & Vision
Ensure alignment with the strategy of the wider product group, organisational goals, user needs, and evolving market and operational dynamics.
Set and keep under review a clear position on what easyJet models itself and where it uses third-party models, data or optimisation components, protecting the transparency and defensibility of the currency.
Stakeholder Management & Arbitration
Act as the recognised expert and single point of contact for Fusion, translating priorities into actionable initiatives and negotiating trade-offs where necessary, escalating decisions that span the wider group.
Product Planning & Execution
Define and track success metrics (OKRs and KPIs), ensuring your product delivers tangible business outcomes. Use data and insights to inform decisions, iterate on solutions, and continuously improve product performance.
Model Assurance & Service Management
Own the accuracy and integrity of the currency, with a published calibration and review cycle, clear ownership of every assumption, and visible measurement of how the model performs against actuals.
Own the product-side accountability for service performance, working with Technology and support partners to deliver the availability, latency and support a 24/7 operation demands, and acting as the escalation point where Fusion is implicated in an operational incident.
Ensure change is introduced safely — assumption and model changes assessed for decision impact before release, with testing, communication, documentation and the ability to reproduce or roll back a previous version.
Maintain a full audit trail of what the currency said, when, and on what basis, so past decisions can be explained after the event.
Cross-Functional Leadership
Provide day-to-day leadership to a multidisciplinary squad, ensuring alignment across business SMEs, Technology, Data, Analytics, Finance and external partners.
Ensure the currency does not encode outcomes that conflict with our obligations to customers, our safety culture or our regulatory duties, and that cost is never the only lens where safety or passenger rights apply.
Communication & Reporting
Act as the focal point for communication on Fusion, providing regular updates to the Senior Product Manager, Head of Technology and wider stakeholders on progress, risks and value realisation.
Make the currency understandable to non-specialists — explaining what it does, what it assumes and where it should not be relied on, to audiences from the flight deck and control centre to the executive.
Product, Service & Vendor Management
Own the ongoing service performance of your products, working with Technology, suppliers and support partners to ensure the availability, reliability and support a 24/7 operation demands — agreeing and monitoring the service levels that matter to users, acting as the product-side escalation point for major incidents, and ensuring change is introduced safely with testing, training, documentation and operational readiness in place.
Manage the commercial and delivery relationship with your software vendors and implementation partners in line with easyJet’s procurement and supplier management frameworks, owning or contributing to contracts, licensing and subscriptions, tracking consumption and cost, running regular service and roadmap reviews, and making and defending clear configure, extend or replace decisions.
Represent easyJet externally in user groups, customer advisory boards and product forums to influence vendor roadmaps, maintain an evidence-based view of the vendor and wider market landscape, and build relationships with peer airlines to share practice and strengthen easyJet’s position in roadmap and commercial discussions.