Business Analyst II

The Product Owner II – Pizza Hut Restaurant Operations Product owns a defined product area focused on improving restaurant operations execution, digital task workflows, deployment planning, and field enablement experiences for Pizza Hut. The role is accountable for translating business problems into a clear, prioritised product backlog; aligning roadmap decisions to measurable outcomes; and partnering with design, engineering, analytics, and business stakeholders to deliver valuable product increments.

Experience

• Experience in product ownership, business analysis, or a similar role within an agile delivery environment, with direct involvement in backlog management, roadmap planning, and cross-functional product delivery.

• Experience contributing to roadmap creation, feasibility discussions, and scope/priority decisions with design and engineering teams.

• Strong capability in product roadmapping, backlog management, sprint planning, requirements gathering, and stakeholder management.

• Strong analytical and problem-solving skills, including the ability to use feedback, usability findings, and data to inform product decisions.

• Ability to break down complex operational processes into scalable digital workflows and phased delivery plans.

Communication and collaboration

• Clear and effective communicator with both technical and non-technical stakeholders.

• Comfortable facilitating product discussions, documenting decisions, and aligning multiple stakeholder groups around a shared direction.

• Collaborative, pragmatic, and able to work effectively in an evolving environment with shifting priorities.

• Strong understanding of agile product delivery and backlog-led execution.

• Outcome-oriented mindset with growing accountability for roadmap decisions, launch readiness, and post-release impact.

1) Product ownership and backlog leadership

• Own and manage the backlog for a defined product area within Pizza Hut restaurant operations products, ensuring work is prioritised, sequenced, and clearly defined for delivery teams.

• Lead backlog refinement discussions, clarify priorities, and shape the path to launch by balancing business value, delivery constraints, and technical complexity.

• Re-prioritise functionality when needed to enable faster release of value rather than waiting for a fully complete scope.

2) Product discovery, requirements, and solution shaping

• Lead feature discovery and requirement refinement for restaurant operations workflows such as deployment planning, task execution, and setup experiences.

• Translate operational needs into structured user stories, functional flows, acceptance criteria, and documented change summaries that teams can build against.

• Ensure problem statements are clearly defined and grounded in user feedback, usage data, and validation activities before development begins.

3) Roadmap ownership and delivery decision-making

• Own roadmap alignment for the assigned product area, ensuring initiatives are linked to business goals, success measures, and quarterly delivery commitments.

• Drive decision-making under constraints, including trade-offs across scope, sequencing, dependencies, and team capacity.

• Partner with engineering and design to validate feasibility, confirm estimates, and maintain forward visibility of delivery risks and implications.

4) User research, validation, and continuous improvement

• Plan and review usability testing and validation work to confirm that product changes improve usability, operational fit, and adoption potential.

• Synthesize user feedback, test findings, and field input into actionable recommendations for backlog and design refinement.

• Use findings from validation sessions to evolve user journeys, simplify workflows, and improve product experience before release.

5) Stakeholder management and cross-functional leadership

• Act as the primary bridge between business stakeholders, design, engineering, analytics, and operations teams for the assigned product domain.

• Communicate roadmap proposals, functional priorities, requirement changes, and next steps clearly to stakeholders across product and business teams.

• Facilitate alignment with internal and field stakeholders to ensure solutions reflect real operational use cases and regional/business-unit needs.

6) Metrics, outcomes, and post-release accountability

• Define success metrics up front for major initiatives and shift focus from activity tracking to business impact, adoption, accuracy, cycle time, and measurable outcomes.

• Track product performance and work with partners to ensure post-release outcomes are reviewed, understood, and used to inform future prioritisation.

• Raise questions about data usage, reporting, and measurement implications to ensure product decisions support downstream reporting and operational insight.