Director of Product Operations

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Join Revive Media to help advertisers across the country scale their localized Connected TV advertising. Our business is growing rapidly and we're in the midst of transforming from a services agency to a product-led business with our new native platform, Convoy. The platform is live with external partners and we're expanding its reach — this role will help us build the operational backbone that lets our product team scale as we grow. We are a small, remote-first team of high-performing professionals with diverse backgrounds located across many time zones, including North America, Europe, and Asia. We prioritize asynchronous communication and documentation but come together as a team to solve hard problems. The Role You'll manage and develop our product team, partnering with lead product managers and executive leadership to translate product strategy into a sequenced roadmap and clear priorities for each squad. Lead product managers and leadership will identify strategic opportunities and set product direction; you'll translate that direction into team priorities, capacity decisions, and operating rhythms. Your squad-leading PMs will remain responsible for understanding their customers, validating solutions, and delivering measurable outcomes. You'll continuously improve how the product team plans, delivers, communicates, and handles support and escalations as the organization scales. Responsibilities People Leadership Hire, coach, and develop the product management team against a clear leveling framework Partner with product leadership and lead product managers to translate priorities into team capacity and ownership Product Operations Build and run the planning and delivery cadence that keeps the team's work aligned to company priorities and gives the rest of the organization reliable visibility into what's shipping and when Establish consistent standards for specs, QA, definition of done, releases, and outcome tracking Define and maintain a consistent approach to tracking expected and actual outcomes at the team and feature level, using those insights to improve future product decisions Lead how production issues, escalations, and urgent requests are routed and resolved across product, engineering, and the teams that surface them Continuously improve the systems the product team uses for planning, delivery, support, and communication, using better processes, tooling, and automation to reduce friction and coordination as the organization scales Operate as a player-coach: step in hands-on where needed while building the team's judgment and capability Cross-Functional Leadership Partner with lead product managers to represent product in company-wide planning and communication Build strong working relationships across engineering, design, GTM, customer success, and company leadership What success looks like: One year in, the product organization runs more predictably because of this person, and it shows up everywhere downstream: product managers, engineering, and the broader company all feel it. Every squad and feature has a clear before-and-after: what outcome we expected, what actually happened, and product managers can point to their own impact using that data Product managers on the team are growing, doing better work, and can see the difference their work makes Production issues and escalations get resolved through a clear process instead of interrupting whoever happens to be closest, and product managers spend less time on it than they did a year ago Releases require less last-minute coordination, and shared standards around specs, QA, and definition of done make delivery consistent across the team The planning cadence gives the rest of the company reliable visibility into what's shipping and when, and other teams trust product's timelines more than they used to As the team scales, its operating practices remain lightweight—providing greater clarity and consistency without slowing product managers down or pulling them away

加入Revive Media，帮助全国各地的广告主扩展其本地化Connected TV广告业务。我们的业务正在快速增长，正处于从服务型代理机构向产品驱动型业务转型的阶段，依托我们的新原生平台Convoy。该平台已与外部合作伙伴上线运行，我们正在扩大其覆盖范围——这个角色将帮助我们构建运营骨干，使产品团队能够随着我们的成长而扩展。我们是一支小型、远程优先的高绩效专业团队，成员背景多元，分布在多个时区，包括北美、欧洲和亚洲。我们优先考虑异步沟通和文档化，但也会作为团队聚集在一起解决难题。

该角色

你将管理和培养我们的产品团队，与首席产品经理和高管领导层合作，将产品战略转化为有序的路线图，并为每个小组明确优先级。首席产品经理和领导层将识别战略机会并设定产品方向；你将把该方向转化为团队优先级、产能决策和运营节奏。你麾下带领小组的PM将继续负责理解其客户、验证解决方案并交付可衡量的成果。随着组织规模扩大，你将持续改进产品团队的规划、交付、沟通方式，以及处理支持和升级事项的方式。

职责

人员领导

根据清晰的职级框架招聘、辅导和培养产品管理团队

与产品领导层和首席产品经理合作，将优先级转化为团队产能和归属

产品运营

建立并运行规划和交付节奏，使团队的工作与公司优先级保持一致，并让组织其他部分能够可靠地了解什么在交付、何时交付

为规格说明、QA、完成定义、发布和成果跟踪建立一致的标准

定义并维护一致的方法，在团队和功能层面跟踪预期成果和实际成果，利用这些洞察改进未来的产品决策

主导生产问题、升级事项和紧急请求如何在产品、工程以及提出这些问题的团队之间路由和解决

持续改进产品团队用于规划、交付、支持和沟通的系统，利用更好的流程、工具和自动化，随着组织规模扩大减少摩擦和协调成本

以“实干型教练”的方式运作：在需要时亲自动手介入，同时培养团队的判断力和能力

跨职能领导

与首席产品经理合作，在全公司规划和沟通中代表产品

在工程、设计、GTM、客户成功和公司领导层之间建立牢固的工作关系

成功的样子：

一年后，产品组织因为这个人而运行得更加可预测，并且这一点会在下游各处体现出来：产品经理、工程以及更广泛的公司都能感受到。每个小组和功能都有清晰的“前后对比”：我们预期什么成果、实际发生了什么，产品经理可以利用这些数据指出自己的影响。团队中的产品经理在成长，做着更好的工作，并能看到自己的工作带来的差异。生产问题和升级事项通过清晰的流程解决，而不是打断恰好最靠近的人，产品经理在这方面花费的时间比一年前更少。发布需要的最后一刻协调更少，围绕规格说明、QA和完成定义的共享标准使整个团队的交付保持一致。规划节奏让公司其他部分能够可靠地了解什么在交付、何时交付，其他团队比过去更信任产品的时间线。随着团队扩展，其运营实践保持轻量——提供更大的清晰度和一致性，同时不拖慢产品经理或让他们分心。

⚑ 岗位信息收录自公开招聘页（Himalayas），以雇主官网为准