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I am a Technical Product Owner for an enterprise machine learning platform at a New Zealand bank. I am a New Zealand citizen relocating to Sydney, and I am open to Product Owner, Senior Product Owner, Product Manager and product leadership roles in enterprise technology, data and transformation.

What I own today

I own the strategy, roadmap and delivery of a shared machine learning platform used across a regulated bank. That means a cross-functional squad of five specialists, partnership with data science and business teams across the organisation, and accountability for the platform-side gate that machine learning workloads pass through before they reach production. Specialist approval authority sits with the control functions. Making the path through them work is mine.

In practice the job is less about models than about everything around them: what gets funded, what gets prioritised, what evidence a control function needs, what a platform has to provide before a team can move quickly on it, and how you explain any of that to an executive deciding where the next dollar goes.

What I am actually good at

Getting stalled work into production. Most organisations have working proofs of concept that cannot move. The blockage is rarely technical. I map where the work actually stops and build the pathway that clears it.

Making governance a path rather than a wall. I have taken fragmented enterprise requirements across risk, privacy, security, data governance, architecture and model risk, and turned them into one lifecycle a delivery team can follow without interpreting six control processes independently.

Prioritising when every stakeholder is senior. Concurrent initiatives, competing business units, real constraints, and explicit documented trade-offs across value, risk, dependency and capacity.

Translating architecture into investment decisions. I can hold my own in a technical review and then explain the same trade-off to a leadership group in terms of cost, risk and optionality.

Building capability, not just systems. Reusable platform patterns, standardised onboarding, and services designed so that value from one build lands in more than one part of the business.

The level I operate at

Service ownership rather than feature ownership. My unit of work is a capability that several teams depend on, not a backlog for one team. The decisions I am accountable for are what the platform is responsible for, what it refuses to take on, which control requirements apply, what gets funded next, and what an engineering trade-off means in commercial terms.

I work with engineers, data scientists, architects, and risk, privacy, security and compliance specialists, and I am comfortable in all of those rooms without pretending to be the expert in any of them.

How I think about the work

The short version: emerging technology creates value in large organisations at the point where it becomes governable, repeatable and fundable. That is unglamorous work, it is where most transformation programmes fail, and it is what I do.

The longer version is in the writing and under Frameworks.

Practical

Target roles. Product Owner, Senior Product Owner, Product Manager, Principal Product Manager, Product Lead. Enterprise technology, data and AI platforms, or broader technology transformation.

Location. Sydney. Relocating from Wellington. New Zealand citizen, so no visa sponsorship is required for Australian roles.

Contact. hello@chadkar.com · LinkedIn

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