Director of Applied AI Product

Director Of Applied AI Product

The Director of AI Product role at Acceleration Partners is a remote, work-from-home position, as are all roles at AP, a structure central to our culture and our vision for a better balance of work and life. Some travel may be required for internal meetings, conferences, and events.

The Role

Something just changed about what a single person can build, and we intend to be the agency that puts it to work first. Acceleration Partners is the recognized leader in partnership marketing, built on more than a decade of proprietary data and technology our industry cannot match, and we are now putting applied AI at the center of how we turn that advantage into measurable outcomes for our clients.

We are looking for a Director of AI Product to own how we build. We have a clear thesis about where this is going and what our clients need, and a working, data-connected platform that already proves part of it. What we want now is a peer who is deeper in this technology than we are, someone who can pressure-test that thesis, tell us where it is wrong, and drive how we bring it to life. This is not a role that manages AI features from a distance. You will be in the tools every day, prototyping, building agentic workflows, and shipping against real client data in weeks rather than quarters, and you will help decide what we build ourselves and what we stop outsourcing. You will own the technical approach and the build from day one, and the product roadmap and vision increasingly as the platform matures. We are among the first to apply AI at this depth in partnership marketing, and this role sits at the center of that work.

This is a highly cross-functional role. You will work closely with engineering, data, client services, agency operations, and strategy teams to translate the needs of our clients and our teams into product that delivers measurable value, while keeping our people focused on the judgment and strategy that technology cannot replace. This role reports to and partners directly with the Chief Strategy Officer.

Top 5 Responsibilities

Product Direction and Judgment

Pressure-test and help shape the product thesis, bringing enough depth in AI and modern build practices to tell us what is real, what is not yet, and what we are missing.
Execute the established direction, turning it into shipped product that delivers measurable value, and take on increasing ownership of roadmap and vision as the platform matures.

Hands-On Product Creation

Move concepts into working software quickly, prototyping and shipping in weeks rather than quarters, building the tools and agentic workflows that do real work against real client data rather than handing specifications to others and waiting.
Bring AI fluency to every part of the product lifecycle, not just what gets built, but how you discover, prioritize, prototype, and validate. AI is your working method, not a feature category you manage.
Partner with engineering and data teams to take prototypes from early build to secure, reliable production, holding a high bar for what is ready to put in front of a client.

Product Discovery and User Understanding

Maintain a deep, continuously updated understanding of the user landscape across client teams and internal users, including how they work today, where current tools fall short, and what a better experience looks like in practice.
Validate assumptions before committing to build. Identify where a solution will not work for a segment of users before it ships, whether due to customization needs, workflow constraints, or adoption barriers, and have a plan to address those gaps in the product itself or in how it gets rolled out.
Continuously gather feedback from client teams and internal users after shipping, and feed those signals back into how the roadmap evolves. Discovery does not stop at launch.

Technical Authority and Build Strategy

Serve as a genuine technical peer to engineering and data, owning the technical approach, making the architecture and build-versus-buy calls, and holding the line on what is and is not production-ready.
Own how we build, what we develop in-house versus what we source from partners, and drive that mix toward speed, quality, and cost as our own capability grows.
Keep the work coherent from end to end, so that what is prototyped carries cleanly into production.

Outcome Ownership and Measurement

Define and own success in terms of client outcomes, such as retention, revenue per account, and win rates, rather than internal usage metrics.
Continuously measure, iterate, and improve the real business impact of what ships.

Adoption and Enablement

Design and drive adoption so the platform integrates naturally into how client services, strategy, and agency operations teams already work, not as a separate tool they have to remember to use, but as a capability woven into their daily workflows.

Operationalization and Rollout Communication

Own the operationalization of what ships. That means clear rollout communication, documentation, and enablement materials that set client services and operations teams up for success, not just an announcement that a feature is live. The detail work of a rollout is not someone else’s job.
Run a disciplined communication rhythm around rollouts and changes: what is changing, when it lands, who is affected, and what teams need to do differently, shared early enough that ops and enablement teams can prepare rather than react.
Keep leadership and cross-functional teams current on the roadmap, priorities, and an honest view of what is ready versus what is still in build, so no one is surprised by a launch.

What Success Looks Like

By 6 Months

You will have shipped meaningful new functionality into the hands of client teams, built on real data, and earned the trust of our engineering and data teams as a technical peer.
You will have delivered at least one measurable, client-facing outcome, and given us a sharper, veri