Product Operations Manager II

About the Role:

Recast is looking for a Product Operations Manager II to build the operating system our product organization runs on.

We are moving from a set of products to a platform. We run a capability-owner model, we have a clear product strategy, and we have strong product managers. The next stage of that growth needs an operating layer underneath it: one planning cadence every capability team uses, customer signal that reaches the roadmap systematically, release coordination the whole business can plan around, and portfolio reporting leadership can read on demand. This role is designed to help Recast build that layer.

What You'll Do:

Own How We Plan and Prioritize

• 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.

Make Customer Reality an Operating Input

• 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.

Protect Launch Readiness

• 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.

Turn Portfolio Data into Decisions

• 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.

Raise the Operating Standard

• 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.

What You've Done:

• 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.

What Stands Out:

• 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.

What Good Looks Like:

• Every capability team plans the same way, on a cadence that lines up with the board and business calendar.

• Leadership reads the portfolio view instead of asking someone to build one.

• Nobody in the business is surprised by a release. Product Marketing gets lead time as a rule, not a favor.

• Prioritization decisions are documented well enough that the reasoning survives turnover, and customer evidence is an input to all of them.

• Every major release has a post-ship review.
• The operating model should hold up on it’s own

Recast Product Management Operating Principles:

• Customer Grounded: Decisions start with real customer problems, validated through ongoing customer conversations, support data, and win/loss input.

• Measurable By Default: Work ships with a defined success metric. Outcomes are reviewed postlaunch, and initiatives that don’t move the needle are stopped.

• Ownership Without Ego: Product Managers own their capabilities end to end, from discovery through delivery and measurement, and do whatever work is required to make outcomes successful.

• AI-First Productivity: AI tools are used by default to accelerate research, synthesis, documentation, analysis, and planning so teams can focus on judgment and decision-making.

What We Value: 

• We take initiative. We have a culture of ownership and progress over perfection. We proactively drive outcomes with self-motivation and determination. We deliver results that matter for our customers and our team.

• We get curious. Curiosity moves us forward. We ask questions, try new things, and learn from mistakes. Challenges are opportunities to explore creative solutions that benefit our customers and drive continuous improvement.

• We work together. We appreciate the power of diverse perspectives. Through open communication, we help one another and leverage our collective expertise for better outcomes. We build trust through teamwork.

• We embrace change. Change is inevitable; we meet it with agility and resilience. We navigate with courage and find possibility in uncertainty. We adapt for the future, shaping our path with purpose. 

• We choose empathy. We aim to deeply understand the needs of our customers and one another - it's the foundation of our relationships. We assume positive intent and practice mutual respect. We prioritize a culture of belonging because success is a shared journey. 

What We Offer: 

• The salary range for this position is $115,000-$157,000. Additionally, cash compensation for this role includes 10% annual discretionary bonus potential. Salary may vary based on experience, skills, and geographical location. 

• Medical, dental, and vision

• FSA or HSA with company contributions 

• Employer paid STD, LTD, AD&D and life insurance 

• 401k with 4% employer match

• Work-life balance, flexible time off, and remote work options
• Parental leave