Director of Product Program Management

Mitratech builds products that simplify operations in Legal, Risk, Compliance, and HR functions. The Director of Product Program Management will establish and run the operating rhythm for the GRC product organization, orchestrating product operations, launch and release readiness, cross-functional dependencies, prioritization, reporting, and organizational accountability.

Responsibilities:

• The Product Operating Charter & rhythm. Operationalize the charter — cadences, decision rights, backlog and roadmap reviews, quarterly planning, and the reporting rhythm — across all product lines. Own the calendar, the artifacts, and the meeting hygiene so the rhythm runs without heroics. Onboard the team and cross-functional partners into how these rituals work and why
• Launch, release & GTM readiness. Design and orchestrate Product’s role in the end-to-end launch and release management process that connects Product → Product Marketing → Sales, CS, Enablement, Support, and others. Concretely: a shared release calendar across the suite; launch tiers with proportional readiness requirements; a launch readiness gate and cross-functional launch checklist; a single source of truth for what's shipping, when, and who's accountable for each GTM workstream. Own the handoff from "feature is built" to "market is ready and the field can sell and support it."
• Product operations discipline (data, tooling, insights). Stand up the instrumentation and reporting that lets the org run on evidence, not opinion — product usage/telemetry rollups, roadmap and delivery dashboards, VoC/feedback intake, and the tooling stack (roadmapping, backlog, analytics). Make the numbers that leadership and the board see trustworthy and repeatable
• Cross-functional orchestration. Be the operational bridge between Product and Product Marketing, Engineering, Customer Success, Sales, and Enablement. Run the dependency and commitment management across teams so cross-product ("connected program") work — which no single solution roadmap will fund on its own — actually gets coordinated and delivered
• Team enablement & scaling the rhythm. Onboard PMs into the operating model, codify the playbooks (launch, release, planning, reporting), and raise the operating maturity of the whole product org as it scales
• Timeline & commitment integrity. Own the portfolio's delivery timelines and the discipline that keeps commitments honest. Maintain the single source of truth for milestones and dates across all product lines; run the forecasting and milestone-tracking cadence; and surface slips early with impact and options rather than late with surprises. Enforce the principle that the org only commits externally to what it can actually staff and deliver — no "Now" the team can't resource, no GA date without the value bar met. You are the guardian of the difference between an aspiration and a commitment
• Prioritization & trade-off facilitation. Own the mechanics of how the portfolio decides what gets done — the intake, the scoring, the Now/Next/Later, and the capacity-vs-demand model that makes trade-offs explicit instead of defaulting to whoever pushes hardest. Run the process that forces the real conversation: what we're funding, what we're not, and what gets displaced when something new comes in. Specifically protect cross-product and platform capacity that loses per-solution scoring by construction, so connective work isn't quietly starved. When priorities collide, you frame the trade-off, the options, and the recommendation so the CPO and Product Council can decide fast and on the record
• The product-to-org operating cadence (intention & accountability). Design and run the intentional meeting architecture that connects Product to the rest of the company — every forum with a stated purpose, defined inputs and outputs, named owner, decision rights, and the right cadence, and none that exist without one. Own the accountability layer that most orgs lack: a decision log, an action/commitment tracker with owners and due dates, and the follow-through that ensures decisions made in one forum actually land. Kill or merge low-value meetings; make the ones that remain the place where real decisions get made and recorded. The test of success: anyone in the company can see what Product committed to, why, who owns it, and where it stands — without asking

Requirements:

• 8–12+ years in enterprise B2B SaaS across product operations, product program/portfolio management, or technical program management , including standing up (not just running) operating rhythms and launch processes at scale
• Proven ownership of cross-functional launch/release management connecting Product and Product Marketing/GTM — you've built the process where it didn't exist
• Experience operating across a multi-product or platform portfolio , managing cross-team dependencies and shared-platform coordination
• Fluency with product ops tooling and data (roadmapping, backlog/agile, product analytics) and the judgment to build reporting leadership will trust
• Exceptional operator's instincts: organized, systems-thinking, low-ego, influence without authority, and the credibility to get Sales, CS, and Marketing to run your process
• Preferred: GRC / regulated-industry SaaS exposure, and experience taking a platform or connected-suite offering to market