Product Operations Manager II

Recast Software is hiring a Product Operations Manager II to build the operating layer that supports its product organization as it grows from multiple products to a platform. The role owns planning and prioritization, customer-signal processes, release coordination, portfolio reporting, post-launch reviews, and product-management operating standards.

Responsibilities:

• Own the annual and quarterly planning cadence: the calendar, the templates, the inputs each capability team owes, and the portfolio artifacts that make every team's plan comparable. Align it to the board and business planning calendar
• Maintain the single stack-ranked portfolio view across the Recast Platform. Keep it current between planning cycles. Surface resourcing conflicts and capacity collisions before they turn into slips
• Define and maintain the prioritization framework: what inputs count, how they are weighted, what the output looks like, and how decisions get documented so the reasoning still holds up six months later
• Partner with Engineering leadership on capacity planning, dependency visibility, and the shared view of committed capacity, architectural work, and tech debt
• Own the voice of customer infrastructure. Pull signal from Customer Success, Support, Sales, and win/loss into one categorized view, and route it to the right PM with the right urgency
• Define the evidence hierarchy. Set what volume, concentration, and source quality make something a real input to prioritization, and how one high-value account's request weighs against a broad pattern
• Own the release calendar across every capability team
• Own the lead time standard. Define how much notice Product Marketing, Customer Success, Support, and Sales get based on release significance, and report against it
• Own the coordination layer between Product Management and Product Marketing. Not PMM's messaging. The process that gives PMM the time and context to do their job. Enablement is a dependency of shipping, not a follow-up to it
• Own the consolidated portfolio status report: what shipped, what slipped, what is at risk, and why. Build it from the system instead of chasing PMs for updates
• Own the synthesis behind the CPO's board and executive reporting so the product narrative is reproducible and traceable to real data every cycle
• Own the post-ship review process. Run standardized 30/60/90 day impact reviews on consistent templates. With Engineering and Data, define the instrumentation and baseline requirements that have to be in place before a feature ships
• Maintain the PM operating playbook: what a well-scoped PRD looks like, how discovery gets documented, how success metrics get defined before launch. Own the mechanics of PM hiring and onboarding, including interview scorecards, calibration logistics, and the onboarding curriculum
• Own distribution. A standard nobody opens is not a standard. Once the CPO approves one, getting it known and used across every capability team is your job

Requirements:

• 7+ years across product management, product operations, strategy or business operations, or a chief of staff role, with real time spent inside or next to a product organization
• Built a planning, prioritization, or portfolio cadence from close to nothing. You designed it, got it adopted, and fixed it when it did not work. Administering a system you inherited is not the same thing
• Worked in a multi-product or platform B2B software company where coordination across teams was a real constraint
• Operated across Product, Engineering, and Product Marketing with influence and no formal authority over any of them
• Enough product craft credibility that senior PMs take you seriously. You do not need to have shipped a product. You do need to read a PRD and tell a good one from a plausible one
• You write well. Most of what this job produces is written work that other people act on without you in the room
• You will say a commitment slipped, early and plainly, without softening it and without making it a fight
• You can trace any number you put in front of an executive back to its source and defend it
• You have built a structured voice of customer program or run a customer advisory board
• You are curious about technical products and technical users. Our customers are IT administrators with deep expertise and strong opinions
• You are comfortable with scope that is not fully defined yet. Parts of this role you will define