Product Manager - Operations Schedule, Planning and Fleet Delivery

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.

We are looking for a Product Manager to join the growing team, taking end-to-end accountability for products within a wider product group, 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.

JOB PURPOSE

As a Product Manager, you will own the strategy, development and delivery of one to three products that sit at the top of the operational planning chain, where the schedule, the slot portfolio and the fleet plan are turned into a programme the airline fly’s — work that directly affects millions of passengers and frontline staff across Europe.

Your products sit within operational planning but reach further upstream than most, blurring the seams of schedule, network and slots, and fleet. Your scope covers the schedule as it is built , iterated and published, and the operational feasibility testing that should happen while it is still changeable; and the assignment of fleet and aircraft to the programme, including rotations, utilisation, curfew and airport constraints, and alignment with the maintenance plan.

The defining tension in this role is that a schedule optimised purely for revenue and a schedule that survives a normal bad day are not the same schedule. Turnaround times, aircraft and crew connectivity, slot tolerances, base balance and maintenance windows all determine how much resilience is designed into the programme before the season starts. Your products exist to make that deliverability visible and quantified at the point the schedule is still being shaped, so that the trade-off between commercial ambition and operational robustness is made deliberately by Network, Commercial and Operations together rather than discovered later in disruption and cost.

There is a direct and deliberate link to Vector, the product that connects the schedule and operational planning to the day of operations. The constraints your products set are the constraints Vector later has to work within or release, so part of your job is to hand them over with their rationale intact — distinguishing what is genuinely fixed by regulation, slot, contract or engineering from what is planning convenience. The relationship runs both ways\: Vector and the day-of-operations products generate the evidence on which planning assumptions repeatedly fail to hold, and you are accountable for feeding that evidence back into the next schedule rather than letting it be relearned every season.

Several of your products will be delivered through third-party or commercial off-the-shelf applications rather than built in-house, as is typical in slot, schedule and fleet management, as well as Ops Planning optimisation and modelling. Where that is the case the product is still yours\: you remain accountable for the outcomes it delivers, the service your users experience and the value easyJet gets for what it spends. Your levers are configuration rather than code, integration into the surrounding planning and operational landscape, adoption and process change, influence over the supplier’s roadmap, and the commercial and service terms you hold them to. Knowing what to configure, what to build around the application — particularly the feasibility and integration work that vendors do not cover — and what to accept, while protecting the upgrade path and total cost of ownership, is central to the role.

Working closely with the Senior Product Manager and the Head of Technology, you will take full accountability for your products across their 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 products earn their place within it.

This is a highly collaborative role. You’ll work closely with Network Planning and Scheduling, Slots, Fleet Planning, Commercial and Revenue Management, Operational Planning, Crew Planning, Engineering and Maintenance Planning, Airports and Ground Operations, Flight Operations and Finance, as well as fellow Product Managers across the portfolio, the airport coordinators and industry bodies you deal with externally, and the software vendors and implementation partners behind these products, translating complex business challenges into clear priorities and value-focused roadmaps. You’ll align your product strategy with the group roadmap and broader corporate objectives, ensuring your plans support both near-term delivery and long-term transformation. You’ll provide clear, data-driven insight that informs decisions at group and portfolio level.

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.