Own Tribeca’s digital product strategy, roadmap, backlog, budget, and audience experience across web, mobile, ticketing, membership, and CRM. Manage the development agency, prioritize stakeholder needs, challenge estimates, oversee delivery, and establish product practices. First-year goals include launching a refreshed website, an MVP festival app, self-service CMS capabilities, trusted digital performance metrics, and improved product prioritization and measurement. This individual contributor role directs external design, engineering, QA, and contractor resources.
Director, Digital Product & Platforms
Tribeca Enterprises | New York, NY | Reports to the General Manager, Live Events | $150,000 - $200,000About the roleTribeca is looking for a Director, Digital Product & Platforms to own our digital product strategy and lead its delivery — and to build the internal capability that keeps it ours.
Founded in 2001 by Robert De Niro and Jane Rosenthal, the Tribeca Festival is now in its 26th year and has grown from an independent film festival into a platform for storytelling across film, TV, music, audio, games and immersive work. The digital estate behind it has grown too, and faster than our ownership of it. A 2026 technology audit inventoried 28 systems. The core platforms are in good shape. The connections between them are not: reporting is assembled by hand, ticket-purchase data never reaches the CRM, and no one inside Tribeca holds the digital roadmap.
We have the plan. A two-year roadmap is defined and a delivery agency is being appointed to supply design, engineering and QA. What we do not have is the person who owns it from the inside. That is this job.What you would own
The First Year Concretely,Our calendar is set by the Festival and it does not move. In your first year you would:
Tribeca Enterprises | New York, NY | Reports to the General Manager, Live Events | $150,000 - $200,000About the roleTribeca is looking for a Director, Digital Product & Platforms to own our digital product strategy and lead its delivery — and to build the internal capability that keeps it ours.
Founded in 2001 by Robert De Niro and Jane Rosenthal, the Tribeca Festival is now in its 26th year and has grown from an independent film festival into a platform for storytelling across film, TV, music, audio, games and immersive work. The digital estate behind it has grown too, and faster than our ownership of it. A 2026 technology audit inventoried 28 systems. The core platforms are in good shape. The connections between them are not: reporting is assembled by hand, ticket-purchase data never reaches the CRM, and no one inside Tribeca holds the digital roadmap.
We have the plan. A two-year roadmap is defined and a delivery agency is being appointed to supply design, engineering and QA. What we do not have is the person who owns it from the inside. That is this job.What you would own
- Tribeca’s digital product strategy, portfolio priorities, roadmap and backlog across web, mobile, ticketing, membership and CRM.
- The client-side relationship with our development agency — scoping, estimate challenge, delivery cadence, acceptance and commercial escalation — working alongside the agency’s technical director as your technical counterpart.
- Prioritization across a genuinely competing set of stakeholders: programming, marketing, partnerships, ticketing, membership and industry.
- Digital product and development budget, including forecasting spend and recommending where investment goes.
- A cohesive audience experience across every digital touchpoint, measured and iterated after launch rather than declared finished at it.
The First Year Concretely,
- Ship a refreshed website — navigation, search, film and screening discoverability, and a purchase funnel that converts — live ahead of the 2027 on-sale.
- Ship an MVP festival companion app. We do not have one today.
- Get our CMS to the point where the programming team can build and update the festival guide themselves, without a developer.
- Give marketing, partnerships and sales a set of digital performance numbers they can trust and use, defined with our data workstream.
- Put real product practice in place — how requests come in, how they get prioritized, how work gets accepted, how success gets measured.
- 7+ years in digital product management, with at least 2 years owning strategy, portfolio priorities and delivery across multiple products or platforms.
- Experience owning product outcomes from inside an organization — living with the results of your prioritization, not just executing someone else’s roadmap. Agency or consultancy background alongside that is a plus.
- Demonstrated client-side management of development agencies or technology vendors.
- Comfort moving between a strategy conversation with leadership and a delivery-detail conversation with an engineering team.
- Enough technical fluency to challenge an estimate, read an architecture diagram and hold your own in an integration discussion. You do not need to be an engineer.
- Experience using audience data and product analytics to decide what to build.
- Consumer-facing digital product experience. Entertainment, live events, media, ticketing, membership or cultural-sector experience strongly preferred.
- Experience delivering against deadlines that cannot move — festivals, live events, launches, retail peaks, broadcast schedules.
- Experience owning or substantially managing a digital budget and making real investment trade-offs.
- Can tell an urgent request from a real priority, and can explain that difference to the person who made the request.
- Bring structure to an environment with several platforms, several vendors, many stakeholders and a fixed date.
- Think of digital products as one connected ecosystem rather than a set of separate platforms.
- Are curious about new technology without chasing it for its own sake.
- Enjoy building an organization’s capability, not only shipping the next project.
- Have been accountable for what happened after launch — adoption, performance, iteration — and not only for the launch itself.
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Lead Tribeca’s digital product portfolio across web, mobile, ticketing, membership, and CRM. Set product strategy, roadmap, priorities, budget, and delivery standards; manage development agencies and contractors; align stakeholders; improve audience experience; and use analytics to measure and optimize outcomes. Initial priorities include refreshing the website, launching a festival mobile experience, improving CMS self-service capabilities, delivering performance reporting, and establishing product management practices.
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