Senior Product Management Operations Manager

The Senior Product Management Operations Manager is designed to build the data and operating-rhythm backbone of the Product organization. Working at the intersection of product, engineering, finance, and leadership, the Senior Product Operations Manager owns the single source of truth for product health: one consistent definition of every product metric, one trustworthy view across all 60+ products, and one reliable way to know whether the initiatives that matter most to the company are on track.

This is a senior individual-contributor role. Bringing wide-ranging experience, the Senior Product Operations Manager resolves complex, vertical & cross-vertical measurement and reporting problems, determines methods and approach on new programs, and raises the quality bar through standards, definitions, and influence rather than through direct management. The role has no direct reports, but may act as a project or program lead—coordinating and mentoring other contributors on specific initiatives.

Owned by this role: metric definitions and the data dictionary, product-health dashboards and reporting, churn/win-loss/product-P&L analysis, the planning and review cadence, and initiative status reporting.

Remains with individual Senior Product Managers: product strategy, prioritization and roadmap decisions, and discovery. This role enables and informs those decisions; it does not make them.

Build the single source of truth for product data

• Define the metrics once. Establish standardized, documented definitions for the core product metrics (bookings, engagement, retention, churn, NRR/GRR, adoption, and product-line health) so all products are measured the same way—and leadership can compare across verticals.
• Own the data dictionary. Create and maintain a living catalog of every metric, its formula, its source, and its owner. When two teams report a number differently, you are the tiebreaker.
• Set instrumentation standards. Partner with PMs and engineering to define how product usage is tracked and tagged consistently, so the data flowing into reporting is trustworthy at the source rather than cleaned up after the fact.
• Stand up dashboards people actually use. Build and maintain the product-health views—by product, by vertical, and across the portfolio—that executive, PMs, and the CPO rely on without asking for a custom pull.

• Churn and retention analysis. Run cohort-based retention and churn analysis at the account and product level. Separate booking problems from value problems, distinguish voluntary from involuntary churn, and surface where the portfolio is leaking—always paired with a clear, evidence-backed recommendation routed to the right PM.
• Win/loss data. Analyze win/loss data providing insight to reasons that help product make roadmap decisions.
• Product P&L and financial analysis. Partner with Finance to build consistent product-line P&L and margin views across the portfolio. Track the unit economics that show which of the products are healthy, which are at risk, and where the data argues for investment or consolidation.
• Turn data into narrative. Synthesize usage, retention, win/loss, and financial signals into short, sharp written analysis that ends with “so here’s what the data suggests we do.” If an analysis doesn’t change a decision, it isn’t finished.

• Own the planning cadence. Build and run the recurring operating rhythm—the weekly, monthly, and quarterly mechanisms that keep the company aligned without ceremony for its own sake. Own the calendar, the templates, the pre-reads, and the follow-through.
• Track the key strategic initiatives that matter most. Establish a single, reliable way to report status on the company’s most important cross-cutting initiatives—pulling together progress, risks, blockers, and dependencies across verticals so leadership sees one honest status, not six hand-assembled slides.
• Be the early-warning system. Build the mechanisms that surface what’s working—and what’s slipping—early enough for leadership to act, rather than discovering it at the end of the quarter.

• Administer the product stack. Own selection, administration, access, and standards for the product tooling (roadmapping, product analytics, and feedback/research repositories) so data flows cleanly into reporting and every team works from the same instruments.
• Onboard and uplevel. Work with vertical VP leaders to set the standards and lightweight playbooks that help the company product portfolio operate consistently, and onboard PMs to the tools and definitions you establish.

Product Management, Engineering, Finance, Product Marketing, Sales, and the Product leadership team. You will be the connective tissue that turns raw product, usage, and financial data into consistent, decision-ready insight and an honest, real-time picture of how the portfolio and its most important initiatives are performing.

• 8+ years of experience in product operations, product/business analytics, strategy and operations, business operations, or management consulting (or 6+ years with a Master’s degree, or equivalent experience), in or adjacent to a B2B software or SaaS product organization.
• Strong hands-on data skills: SQL plus a BI tool (Looker, Tableau, Power BI, Metabase, or similar) and a product analytics platform (Pendo, Amplitude, Mixpanel, or similar). You can build a dashboard an executive actually opens.
• A track record of building reporting systems, metric definitions, or operating cadences that an organization adopted and kept using.
• Wide-ranging, senior-IC experience resolving complex problems that span multiple product lines or verticals, with the judgment to select methods and evaluation criteria independently.
• Excellent written communication, with the ability to distill complexity into concise, decision-ready narrative for senior leaders.
• Bachelor’s degree or equivalent practical experience.

• Experience standing up a Product Operations or analytics function for the first time.
• Comfort operating as a senior individual contributor / program owner without direct reports—driving outcomes through influence and cross-functional coordination.
• Familiarity with ERP, accounting, or finance-domain software and the workflows customers run, plus experience partnering with Finance on product-line P&L, margin, or unit-economics analysis.
• Exposure to AI-native product development and the data and reporting that supports it.

Performance is measured on a paired set of leading and outcome indicators across the role:

• Single source of truth. Adoption of standardized metric definitions across verticals, coverage of the product portfolio in shared dashboards, and reduction in ad-hoc/conflicting data pulls.
• Insight and analysis. Timeliness and decision-impact of churn, win/loss, and product-P&L analysis—measured by insights that changed a prioritization, investment, or retention action.
• Operating rhythm and initiative reporting. On-time, single-source status for the company’s top cross-cutting initiatives, and leadership-rated reliability of the planning cadence and reviews.

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