Senior Product Operations Manager

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The Senior Product 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…