Senior Product Operations Manager, Netradyne

• 8+ years in product management, product operations, program management, or business operations, including experience supporting a product organization of 10+ PMs
• Deep hands-on Jira expertise — configuration, not just usage: workflows, schemes, custom fields, issue hierarchies, automation, advanced JQL, dashboards. Confluence administration alongside it
• Fluency across product management frameworks (RICE, WSJF, Jobs-to-be-Done, OKRs, opportunity solution trees), with the judgment to adapt rather than apply dogmatically
• Ability to build metrics and reporting from raw data — working SQL and hands-on experience with a BI tool such as Tableau, Looker, or Power BI
• Experience building or running a voice-of-customer program: feedback intake, thematic synthesis, and getting insight to decision-makers in a form they'll actually use
• Experience defining OKRs and product KPIs, and running the cadence that keeps them honest
• A track record of driving process adoption across teams you don't manage
• Strong written communication

Desirable

• We're hiring a Senior Product Operations Manager to design and run the operating system for the product team — the planning cadence, the prioritization framework, the metrics layer, the customer feedback pipeline, and the tooling underneath all of it
• You'll be empowered to define, implement, and enforce standards across the product org
• This is a leverage role
• Success isn't measured by how much you personally ship — it's measured by how much more effective our product managers become because you're here
• Product operating cadence. Run the quarterly planning cycle end to end — inputs, timeline, decision forums, outputs. Own the roadmap review rhythm, the standard artifact set (one-pagers, PRDs, launch briefs), and the decision log that makes "why did we choose this" answerable six months later
• Prioritization with Engineering. Own a single prioritization framework applied consistently across all PMs, so tradeoffs between teams are comparable rather than a matter of who argues best. Maintain the capacity allocation model with Engineering leadership — roadmap versus tech debt versus quality versus customer commitments — and the intake process that makes unplanned work visible instead of silently absorbed
• Voice of customer. Build the pipeline that gets customer signal to PMs in usable form: a single intake path from Sales, CS, and Support, a tagging taxonomy that makes feedback searchable, and a shared research repository. Synthesize themes across accounts and segments, and make feedback traceable to the roadmap decisions it influenced
• Product performance measurement. Define and maintain the product metrics layer — feature usage, adoption, activation, and outcome KPIs by product area. Own OKR instrumentation and the review cadence that keeps objectives a live management tool rather than a quarterly ritual
• Quality and escalation visibility. Own the product organization's view into quality. Partner with Engineering, Support, and TPM on severity taxonomy and triage SLAs, monitor backlog health and open customer escalations, and build the impact model PMs use to weigh a defect against roadmap work — accounts affected, severity, workaround availability, support cost. When a class of defect keeps recurring, surface it as a quality theme needing a portfolio-level decision. (Triage execution stays with Engineering, Support, and TPM.)
• Tools and data quality. Administer Jira and Confluence for the product org — workflows, custom fields, issue hierarchies, automation, JQL, dashboards — and own the data hygiene that makes the reporting trustworthy