Director of Product Operations & Core Portfolio

 

 

 

Conectamos el presente. Transformamos el futuro.

 

 

 

 

The Role

 

CPSO's operational right hand and Product organization's senior leader. You ensure CDO's portfolio executes with excellence through world-class product operations while coaching Product Leads to deliver outcomes. Build the operational infrastructure that makes teams effective, make sure 8-12 active projects ship quality work, represent Product function across CDO's business partners, and develop career paths for PMs and designers.

 

What You Do?

 

Product Operations (50%) 

• Own how product teams work at CDO
• Process frameworks—decision rights, squad models, escalation paths
• Tooling strategy—Jira, analytics platforms, documentation systems
• Metrics infrastructure—what gets tracked, instrumentation, visibility
• Cross-project coordination—spot dependencies, find synergies, prevent redundancy
• Run Product Forums and set standards for product practice
• Partner with CPSO on professional progression paths for PMs and designers

 

Core Portfolio Oversight (50%)

• Ensure funded projects deliver results
• Portfolio health monitoring—catch struggling projects early through pattern recognition
• Coach Product Leads via dotted-line relationships on stakeholders, discovery, prioritization
• Resourcing and unblocking—coordinate support, clear friction, escalate appropriately
• Quality intervention—coach first, refine process second, escalate when necessary
• Strategic stakeholder support—partner with Project Leads on complex OB relationships

 

Success Metrics

 

• 6 months: Product Ops framework live and used. Portfolio health diagnosed. Product Leads value your coaching. Metrics instrumented. CPSO trusts your judgment.
• 12 months: Product practice measurably improving. Cross-project coordination preventing blockers. Product Leads more effective. Product Ops seen as enabler. Portfolio issues caught before CPSO escalation.
• 24 months: CDO known for execution excellence. Your frameworks copied by OBs. Product Leads you coached ready for bigger roles. Portfolio predictably high-quality. Product Ops function scales beyond you

 

.Your Team

 

• Direct reports (3-5 initially): Product Ops Specialists handling tooling, metrics, process implementation. Product Principals doing deep-dive reviews, squad coaching, modeling best practice.
• Dotted-line to all Product Leads in Core Portfolio (~8-12, growing). Coach and guide while they own execution. Small core team building infrastructure, broad coaching network spreading practice.

 

 

Requirements

 

Must have:

• 10+ years product experience as Product Lead or Head of Product
• Built or scaled product operations at 50+ person product org
• Strong coaching ability—people seek your counsel and improve from it
• Systems thinking—spot patterns, design better organizational systems
• High judgment on when to coach vs intervene vs escalate
• Business model understanding and P&L basics—evaluate project viability, work effectively with Finance on portfolio decisions
• Executive presence—effective representing Product function to Finance, Legal, HR and external forum
• Leadership skills: Client focus, Deliver excellence, Digital Innovation, Clarity & courage, Ownership, Growth 

 

Nice to have:

• Explicit product ops background beyond just managing products 
• Transformation experience at scale
• Spanish + English fluency
• Telco or platform experience

 

The Reality

 

Dual focus is demanding. Matrix complexity across OBs and markets. Influence without authority requires earned credibility. Culture change meets resistance. Incomplete information in early days.

But you design how an entire product organization works. Make 12+ Product Leads more effective. CPSO's operational partner on portfolio strategy. Build operational excellence and. shape CDO's evolution from feature factory to a strong product culture.

 

Reporting Structure

 

Weekly 1:1s with CPSO focused on portfolio health, strategic challenges, and organizational effectiveness. Partner closely with CTO (engineering dependencies), Chief Data & AI (analytics and AI), Director of Discovery & Innovation (handoffs), and Horizontal Leaders (business priorities).

 

How We'll Evaluate

 

Product Ops:

• Are teams more effective because of systems you've built?
• Do Product Leads see enablement or bureaucracy?
• Are best practices spreading organically?
• Does infrastructure scale with headcount?

 

Portfolio Health:

• Catching problems early before escalation?
• Product Leads measurably more effective with coaching?
• Dependencies and synergies being managed?
• Execution predictable and high-quality?

 

Strategic Partnership:

• Does CPSO trust your judgment on portfolio decisions?
• Are you bringing insights that improve strategic direction?