Director Product Strategy & Operations

I’m looking for a strategy execution, operating model, or organizational effectiveness leadership role where I can help a growing or complex organization turn strategy into coordinated execution. I’m drawn to companies where a growing product portfolio, competing priorities, or increasing organizational complexity has made it harder to align teams and give leadership clear visibility into what is actually happening. That’s the problem I love solving: closing the gap between strategy and execution. I’d design the operating model for how the organization prioritizes, measures, and executes its portfolio, building things like portfolio governance, KPI/OKR systems, decision frameworks, and investment sequencing grounded in customer and market evidence. The role would work with Product, Engineering, Design, Sales, Marketing, Finance, Customer Support, Operations, and Executive Leadership, creating the mechanisms that help the organization make better tradeoffs, focus resources on the right things, and make progress visible. I’m less interested in owning a single product line’s day-to-day delivery than in building the systems that help the organization execute across products, functions, and strategic priorities.

I started my career in product management, where I learned to understand customers, markets, business models, and the realities of cross functional execution. As my career progressed, I found myself increasingly drawn to the problems beyond any individual product: how organizations prioritize investments, make decisions, align teams, measure outcomes, and turn strategy into coordinated action. That led me from product management and innovation into broader work spanning portfolio strategy, operating model design, governance, strategic planning, and organizational transformation. Across these roles, I have built execution systems for complex portfolios, worked closely with executive and cross functional leaders, and used customer and market evidence to improve investment decisions. Today, my background sits at the intersection of product, strategy, and organizational effectiveness, with a focus on designing the systems that make strategy executable.

My ideal employer is a growing or established company with a complex product portfolio where stronger strategy execution and operating discipline can create meaningful leverage. I’m particularly drawn to organizations navigating growth, transformation, portfolio expansion, or increasing complexity, where leadership wants to improve how priorities are set, decisions are made, and execution is coordinated. I thrive in cultures that are thoughtful, collaborative, intellectually curious, and low on ego, where leaders are willing to challenge assumptions, use evidence to make decisions, and tackle difficult organizational problems directly. I would be especially energized by an organization that values both strategic thinking and practical execution, and gives its leaders the trust and influence to build systems that improve how the organization operates.