Director of Product Operations

Director of Product Operations

Product Operations is the connective tissue of our product organization. As Director of Product Operations, you own the systems, cadences, and analysis that let product, engineering, program management, GTM, finance, and executive leadership operate off a single, trusted picture of what we are building, when it ships, and what it is worth.

This is a high-visibility role with broad surface area. You will run the new product introduction (NPI) process end to end, keep product deliverables on track across a distributed set of teams, quantify the revenue impact of roadmap decisions, coordinate deliverables owed to and from our partners, and prepare the material that leadership uses to steer the business. You will spend as much time building durable process and instrumentation as you do driving individual launches.

The ideal candidate is equally comfortable running a cross-functional launch gate review, modeling ARR impact in a spreadsheet, and writing the one-page summary an executive reads before a board meeting.

Product Deliverable Coordination

• Maintain a single source of truth for product commitments, milestones, dependencies, and status across all product lines
• Drive accountability for deliverables across product management, engineering, design, docs, support, and GTM — surfacing risk early rather than reporting it late
• Establish and enforce lightweight standards for PRDs, roadmap artifacts, release readiness, and launch documentation
• Identify and remove chronic sources of friction and rework in how the product organization plans and ships

New Product Introduction (NPI)

• Own the end-to-end NPI process: stage gates, entry and exit criteria, readiness checklists, and go/no-go decision forums
• Chair launch readiness reviews and hold cross-functional owners to gate criteria across engineering, security, support, pricing, legal, marketing, and sales enablement
• Coordinate beta and early access programs, including participant selection, feedback capture, and exit criteria for GA
• Run post-launch retrospectives and drive the resulting process improvements into the next cycle
• Continuously improve NPI for speed and predictability — the process should scale with the company, not slow it down

Program Management Partnership

• Partner closely with Program Management to align the product roadmap with engineering delivery plans, release trains, and capacity
• Reconcile roadmap commitments against actual delivery, and maintain a clear, honest view of schedule confidence
• Establish shared dependency tracking and escalation paths across product and engineering programs
• Ensure planning inputs — sizing, sequencing, staffing assumptions — are consistent between product plans and program plans

Financial and Revenue Impact Analysis

• Build and maintain models that quantify the revenue impact of roadmap decisions: ARR opportunity, expansion and retention effects, competitive displacement, and pipeline influence
• Partner with Finance on product P&L inputs, cost-to-serve, pricing and packaging analysis, and business case development for major investments
• Support annual and quarterly planning with scenario analysis and resource allocation recommendations grounded in expected return
• Track realized outcomes against the business cases used to justify investment, and close the loop with leadership on what actually delivered
• Establish and maintain the product metrics framework — adoption, usage, attach, retention — and connect it to financial outcomes

Partner Deliverable Coordination

• Coordinate deliverables owed to and from technology, ISV, channel, and strategic partners, including integration milestones, certification requirements, and co-launch commitments
• Track partner-facing roadmap commitments and ensure internal delivery plans reflect them
• Serve as the operational interface between the partner/BD organization and product and engineering teams
• Prepare partner-facing roadmap materials and support joint planning and QBR cycles

Cross-Functional Interface

Marketing

• Partner with product marketing on launch tiering, messaging inputs, positioning reviews, and launch calendar sequencing across the portfolio
• Ensure roadmap and launch timing are reflected in demand gen, campaign, and event planning, and that marketing has the technical substance it needs early enough to build against
• Coordinate analyst relations and competitive inputs back into roadmap and business case work

Sales

• Maintain visibility into customer-facing roadmap commitments — what has been promised, to whom, by when, and whether an internal owner and delivery plan exist behind it
• Run the intake and triage process for feature requests, roadmap exceptions, and custom commitments tied to key pipeline opportunities, routing them to the right product owner and escalating to product and sales leadership when a decision is needed
• Flag commitments that are unbacked, at risk, or in conflict with the roadmap early enough for leadership to act, and track each one through to a decision
• Work with sales leadership to understand top pipeline deals and at-risk renewals, and translate deal-blocking product gaps into prioritized, quantified roadmap input
• Support strategic customer engagements: executive briefings, roadmap sessions under NDA, and design partner arrangements
• Partner with sales enablement to ensure the field is trained and equipped ahead of every launch, and that release readiness includes GTM readiness

Support and Customer Success

• Establish a standing channel with Support and CS to surface escalation themes, defect trends, and top customer pain points into product prioritization
• Participate in escalation review for critical customer issues, ensuring product and engineering ownership is clear and resolution is tracked to closure
• Track support-driven signals — ticket volume, deflection, time-to-resolution, escalation frequency — as inputs to roadmap and quality investment decisions
• Ensure support readiness (documentation, runbooks, staffing, tooling) is an enforced NPI gate criterion rather than an afterthought
• Close the loop with CS on adoption and health data for newly launched capabilities

Executive Support and Business Cadence

• Own the weekly business review (WBR): agenda, data preparation, metric integrity, follow-ups, and closure on action items
• Prepare executive and board-level materials on product performance, roadmap status, launch readiness, and investment returns
• Support quarterly business reviews, planning cycles, and OKR setting and tracking for the product organization
• Act as a trusted advisor and force multiplier to the product leadership team — anticipating what leadership will need to decide and having the analysis ready before it is asked for
• Drive clarity and follow-through on cross-functional decisions and escalations