Staff Product Operations Manager

Socure is building the identity trust infrastructure for the digital economy — verifying 100% of good identities in real time and stopping fraud before it starts. The mission is big, the problems are complex, and the impact is felt by businesses, governments, and millions of people every day.

We hire people who want that level of responsibility. People who move fast, think critically, act like owners, and care deeply about solving customer problems with precision. If you want predictability or narrow scope, this won’t be your place. If you want to help build the future of identity with a team that holds a high bar for itself — keep reading.

Product Operations exists to give product teams the systems, data, and processes they need to plan, prioritize, and deliver well — the same way Sales Ops supports Sales or DevOps supports Engineering. This role sits at the center of that discipline, contributing to three core areas: the reporting and analytics that give everyone visibility into what's happening, the process that makes planning and delivery repeatable instead of reinvented pod by pod, and the ongoing work of keeping strategy and execution connected as priorities shift.

We run Product Operations as a hybrid centralized/embedded model: some Product Ops work sits centrally and serves every product team consistently, while other Product Ops work sits embedded inside individual product lines, close to their day-to-day priorities. This role sits in the centralized hub — you're the shared systems, process, and reporting engine that every embedded product manager and product ops partner relies on, rather than being dedicated to any single product line.

We're a small team, so this role is intentionally broad. At larger companies, "owns the tools," "owns the reporting," and "owns the process" are sometimes split into two or three separate roles. Here, one person does all of it, with the flexibility to shift emphasis as priorities and team size change over time.

• Build and maintain the dashboards and reports that give leadership and embedded product teams a reliable view of roadmap status, delivery progress, and portfolio health.

• Define and track core product operations metrics (e.g., cycle time, roadmap adherence, planning hygiene, tool adoption).

• Centralize and facilitate Product Performance metrics definition, telemetry builds, and availability to central data and BI teams, and coordinate dashboard and reporting builds with the central Business Intelligence team to enable deeper insights and faster decision making for the Product Team.

• Partner with Finance, Sales/RevOps, and Engineering to bring commercial and delivery data (e.g., CRM/ARR data) into product prioritization and reporting.

• Support recurring reporting cadences — business reviews, quarterly/annual planning, board updates — with clean, trusted data.

• Monitor data quality and drive hygiene standards across the systems that feed reporting.

• Design and document repeatable processes for planning, prioritization, intake, and roadmap reviews — so teams have a consistent way of working instead of reinventing it pod by pod.

• Identify friction points and manual, duplicative work in the product development lifecycle, and fix them — through better process, automation, or tooling.

• Build templates, playbooks, and checklists (e.g., for feature intake, roadmap reviews, launch readiness) that save product managers time and reduce administrative burden.

• Act as the go-to resource for product managers and embedded product ops partners on how to use shared tools and processes effectively — training, office hours, documentation.

• Facilitate cross-functional handoffs between Product, Engineering, Design, and GTM so work moves smoothly instead of stalling on a handoff.

• Continuously look for opportunities to standardize process across pods while leaving room for the flexibility each team actually needs.

• Partner with product leadership to translate high-level strategy and company priorities into a concrete, trackable roadmap and planning cadence.

• Run the rhythm of planning — quarterly/annual planning cycles, roadmap reviews, and business reviews — that keeps execution connected to strategy as priorities shift.

• Monitor progress against strategic priorities and flag early when day-to-day execution is drifting from what leadership actually intended.

• Support trade-off and prioritization conversations when competing asks conflict with stated strategic priorities, so decisions get made deliberately rather than by default.

• Make sure work happening inside individual pods visibly ladders up to company-level strategic themes, not just local priorities.

• Close the loop after major planning moments — make sure decisions made in a review actually get reflected in the systems everyone works from day to day.

• Product teams and Leadership trust the systems and data they're working from.

• Leadership can get a reliable answer about roadmap and delivery status without a scramble.

• Tooling stays consistent and well-governed instead of fragmenting pod by pod.

• Planning cycles run on schedule, supported by clean data rather than last-minute reconciliation.

• Teams spend less time on manual coordination and administrative busywork, and more time making strategic decisions.

• Roadmap execution visibly ladders up to strategic priorities — and when it drifts, that gets caught and surfaced early, not discovered at quarter-end.

• Cross-functional handoffs happen through defined, repeatable processes instead of ad hoc effort every time.

• System and reporting knowledge is documented and shared, not held by one person.

• 6+ years in Product Operations, Business/Sales Operations, or a Product Analyst/Management role, ideally supporting or working inside of a product or engineering organization.

• Comfort building dashboards and reports (in the PPM tool itself, Tableau, Looker, or Google Sheets/Excel); SQL is a plus.

• Use of LLM-based tools (e.g. Claude, ChatGPT, Perplexity, etc.) to augment and optimize job and role-related workflows, dashboards, research, etc.

• Experience designing and documenting repeatable processes — intake, prioritization, planning cadences — rather than just running an existing one.

• Comfort facilitating conversations where strategic priorities and day-to-day execution are in tension, and helping stakeholders land on a decision.

• Strong analytical skills — able to turn messy or scattered data into something people can act on.

• A generalist mindset and genuine comfort moving between technical configuration, process design, and data/reporting work in the same week.

• A bias toward noticing inefficiency and fixing it, even when it falls outside the "official" scope of the role.

• Excellent documentation and communication skills — you're the connective tissue between central leadership and embedded product teams.

• Ability to work autonomously on a small, fast-moving team where priorities shift.

• Experience operating inside a centralized or hybrid Product Ops model, supporting multiple embedded product teams or pods.

• Experience facilitating OKR or strategic-planning cadences and connecting them to roadmap execution.

• Working knowledge of PDLC and SDLC processes — roadmaps, backlogs, sprints, and prioritization frameworks (e.g., RICE, WSJF), different types of launch and product profiles (0-1 products, mature products, etc) and the PDLC process to support them.

• Experience with CRM (e.g., Salesforce) or CRM-to-PPM integrations feeding commercial data into prioritization.

• Background in process improvement (e.g., Lean, Six Sigma, or similar) is a plus, though not required.

• Experience in SaaS, fintech, or another regulated technology environment.

• API or scripting experience (REST APIs, Zapier, or similar) for lightweight integrations and automation.

• Experience supporting company-wide planning cycles — annual/quarterly planning, OKRs, board-level reporting.

Product teams move faster and make better decisions when the systems, process, and data behind their work are trustworthy. Without a dedicated owner, strategy and execution tend to drift apart — teams stay busy, but on priorities that no longer reflect what leadership actually needs. In a centralized/embedded Product Ops model, this role is the connective tissue: it's why a PM on any pod can trust the roadmap data, why a planning decision made in a leadership review actually shows up in what gets built next sprint, and why leadership can get a straight answer about where things stand. As the team is growing, this role will be focused less on Systems & Tools; and more on Process enforcement, and Data & Analytics

Socure is an equal opportunity employer that values diversity in all its forms within our company. We do not discriminate based on race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status.
If you need an accommodation during any stage of the application or hiring process—including interview or onboarding support—please reach out to your Socure recruiting partner directly.

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