Director of Product Ops

Job Description

Job Description

The Company

Glassbox's mission is to empower enterprises to shape trusted, frictionless digital experiences.

Glassbox is a leading force in shaping digital experiences. It helps organizations uncover digital issues, boost conversion rates, enhance accessibility, prevent fraud, and more. Leveraging AI-driven customer intelligence, Glassbox enables enterprises to deliver secure, proactive, and preventative digital experiences. Its solutions are trusted by highly regulated organizations, including SoFi, Cal, and many others. We are growing and have been recognized by G2 as one of 2024's Top 50 Software Companies in the world.

Glassbox is scaling from a founder-era, reactive way of building products into a durable product operating model. Today much of how we plan, prioritize, and ship happens ad hoc. This role exists to change that. As our first dedicated Product Operations leader, you will design and stand up the systems, cadences, and craft that let a growing product organization move with focus and predictability, without adding bureaucracy.

This is a build role, not a maintain role. You will define the product development lifecycle (PDLC) from the ground up, install the rituals that connect product to the rest of the company, and own how the craft of product management and design levels up across the team. The mandate is broad and the impact compounds over time.

[Company blurb placeholder: Glassbox provides digital experience analytics to enterprises, including many of the world's largest financial institutions. Tailor to your standard boilerplate.]

Own the roadmap, internal and external. Stand up the internal roadmap as a single source of truth and a customer-appropriate external roadmap. Own the process, tooling, and cadence for keeping both current and trustworthy.

Create a single intake and prioritization pipeline. Build one front door for feature requests and ideas across sales, customer success, support, and internal stakeholders. Establish a prioritization framework and the governance to apply it consistently, so trade-offs are transparent and defensible.

Stand up the product development lifecycle. Define and roll out the end-to-end PDLC: how ideas enter, how work is scoped and staged, how decisions get made, and how we confirm we shipped the right thing. Start lightweight and iterate based on how the team actually works.

Build the planning system. Design and run quarterly and annual product planning. Create the templates, timelines, and inputs that turn strategy into a prioritized set of commitments, and keep planning tied to capacity and coverage across engineering teams.

Install the operating rhythm. Define the meeting cadences, decision forums, and rituals that give the organization a predictable heartbeat: planning reviews, roadmap reviews, prioritization forums, and release readiness. Make each forum earn its place.

Coordinate release and delivery cadence. Partner with engineering and product managers on release readiness and cross-team delivery coordination. You orchestrate the rhythm and surface risks; delivery execution stays with the teams that own it.

Connect product to go-to-market. Establish a healthy, repeatable operating relationship between Product and Product Marketing, with clear handoffs and shared calendars. Build the mechanism that turns product releases into timely sales enablement and GTM readiness.

Close the customer feedback loop. Create the system that gathers signals from Customer Success and support, synthesizes them into themes, and feeds them into planning and prioritization, so the voice of the customer shows up in what we build.

Own product management enablement. Own how the product team learns and levels up: PM onboarding, coaching, craft standards, playbooks, and templates, plus a shared community of practice. Partner with the Head of Product and Director of Product on the standards, and lead the work of helping a developing team adopt consistent, high-quality ways of working.

Lead the product design and UX function. Manage a three-person product design team, based in Israel, and set how design shows up across the product lifecycle. Give the function the operating model it does not yet have: how work enters design, how design reviews run, and how design hands off to engineering.

Mature the UX practice. The team is strong on product and UI design and eager to grow. Raise the bar on information architecture, information design, and UX writing, and stand up the design ops, rituals, and standards, including a shared design system, that move the team from reactive to intentional.

Lead the technical writing function. Manage our technical writer and shape how product documentation is planned, produced, and maintained as the product and team grow.

Own product operations tooling and metrics. Select and administer the product ops tool stack (roadmapping, feedback, analytics). Define the portfolio and product metrics that matter and produce clear, executive-ready reporting.

The gaps are real, so we have sequenced them. In rough order:

Roadmaps. Stand up an internal roadmap as a single source of truth and a customer-appropriate external roadmap, with a process to keep both current and trustworthy.Intake and prioritization. Build one front door for requests and a prioritization framework that makes trade-offs transparent.PDLC and planning. Define the product development lifecycle and a repeatable quarterly planning process that ties strategy to commitments and capacity.Cross-functional cadence. Establish the operating rhythm with Product Marketing, Customer Success, and Sales Enablement, including the closed-loop customer feedback that feeds prioritization.PM enablement. Put the onboarding, coaching, and craft standards in place that raise the team's maturity.

By the end of your first year, each of these is not just built but adopted, and the product organization runs on a predictable rhythm rather than reacting case by case.

In parallel, you take ownership of the product design team from day one and begin standing up its operating model and craft standards.

• Around 10 or more years in product management, product operations, or product program leadership, including experience standing up or scaling a product operating model
• A track record of building intake, prioritization, planning, and roadmapping systems from an early or ad hoc starting point
• Enterprise B2B SaaS experience; regulated industries, financial services, analytics, or data-intensive products are a strong plus
• Proven ability to orchestrate across product, engineering, product marketing, customer success, and sales
• Fluency with product operations tooling (for example Productboard, Aha!, or Jira) and comfort owning the stack
• A track record of enabling and coaching product managers: onboarding, craft standards, and ways of working that stick, plus experience managing a team
• Experience leading or managing product design and UX, including building design operations and raising craft in areas such as information architecture, information design, and UX writing
• Comfort leading a distributed team across time zones; the product design team is based in Israel
• Strong data and metrics fluency, with the ability to turn portfolio data into clear decisions
• Excellent written communication and an appreciation for good documentation

• You think in systems but start simple, shipping lightweight process and improving it
• You are comfortable with ambiguity and a reactive starting point, and you bring order without heavy bureaucracy
• You lead through influence, and you can nurture a cross-functional relationship as readily as you can build a workflow
• You lead across disciplines, holding product operations, design, and documentation together without flattening what makes each one good
• You treat product operations as an enabler of the team, and you measure yourself by the team's outcomes

At Glassbox, we value curiosity, ownership, and a constant drive to learn and improve, no matter the gender, nationality, religion, or background. We believe diverse perspectives make us better, and that potential matters just as much as experience, and encourage people of all shapes and sizes to apply.
If this role excites you and you're motivated to make an impact - we'd love to hear from you, even if you don't meet every listed qualification.