The Director of Product Strategy & Operations is a senior individual contributor reporting to the SVP of Product. You are the force multiplier for Product leadership and the operating backbone of how we build. Your mandate spans three areas:

• • Strategy and roadmap point of view. You do not just run the planning process — you sharpen it. You bring a perspective on where we should invest, what we should sunset, and how the portfolio adds up to a strategy. You turn ambiguous inputs from leadership, the market, and the data into prioritization frameworks that hold up under scrutiny.

  • Metrics, OKRs, and product analytics. You own the system of record for product health. KPIs, OKRs, NPS, instrumentation, and exec reporting — you design it, govern it, and use it to drive better decisions. When leadership asks “is this working?”, the answer comes from you, with evidence.

  • AI tooling and best practices. We’ve already taken big strides to heavily adopt Claude and other AI prototyping / coding tools. Both Product & Design have made shifts in how they work to embrace these new tools. You will carry this forward and deepen our capabilities, drive improvements in how the team is using AI tools, help capture and share knowledge, best practices, our internal repository of Claude Skills, etc.

  • Launch operations and PM craft. You own the launch motion end to end with Marketing, Sales, and Customer Success — beta through GA through adoption. You raise the bar on the PM function itself: hiring, ladders, onboarding, and the tooling product managers depend on.

• Strategy, planning, and investment

  • Quarterback the annual, quarterly, and monthly planning cadence for the Product organization — from inputs (market, customer, competitive, data) to outputs (roadmap, OKRs, investment thesis).

  • Develop a point of view on portfolio investment. Where do we lean in? Where do we divest? What does the portfolio add up to? Pressure-test PM proposals with data and structured argument.

  • Drive executive-level product reviews. Prepare the SVP/CPO for board, ELT, and all-hands moments with materials that hold up under scrutiny and end the meeting with a decision.

  • Build the frameworks that let us say no to good ideas in favor of better ones — and make those trade-offs legible to the rest of the company.

  Metrics, OKRs, and product analytics

  • Own the Product organization’s KPI system: leading and lagging indicators, OKRs, instrumentation standards, NPS methodology, and the exec dashboards that surface product health across the portfolio.

  • Run the product analytics stack and the in-app guidance program. Set the bar for how PMs use data.

  • Build the operating mechanisms — weekly, monthly, quarterly — that surface what is working and what is not, early enough to act on it.

  • Translate data into narrative. Numbers alone do not move organizations; the story around them does.

  Launch operations and PM craft

  • Own the end-to-end launch motion: beta to GA to adoption, in lockstep with Marketing, Sales, Customer Success, and Support.

  • Evolve our early access and beta programs so they scale across self-serve and sales-assisted segments.

  • Raise the PM bar. Partner with the SVP/CPO on hiring profiles, leveling and career ladders, onboarding, and the day-to-day tools PMs depend on.

  • Embed voice of customer into every product decision. Close the loop between Product, CX, Sales, and Marketing so feedback drives prioritization, not just listening sessions.

• Direct experience as a PM or PM leader.

• Domain familiarity with accounting, ERP, audit, or finance workflows.

• Experience supporting an SVP Product or CPO directly as a chief-of-staff-style operator.

• Experience standing up a Product Operations function from scratch.

What success looks like

A rough shape of the first year:

• Months 1–3 — Diagnose. Sit inside our planning cadence, OKR system, launch motion, and PM workflows. Map what is working, what is broken, and what is missing.

• Months 4–6 — Ship the first upgrade. Pick one system — likely our planning cadence or executive product-health reporting — and make it best-in-class.

• Months 7–9 — Codify the launch motion. Turn product launches into a repeatable, instrumented motion across the portfolio.

• Month 12 — Indispensable. You are the person the SVP / CPO cannot imagine operating without — because the planning system, the metrics system, and the launch system all run better than they did before you arrived.

Why this role matters

This is not a process role. The Product Operations function we are building will set how FloQast invests, how we measure, and how we ship — at a moment when the company has a real shot at becoming the system of record for finance and accounting teams worldwide. If shaping that operating model sounds like the most interesting work you could be doing over the next five years, we should talk.