Product Operations
I build the operating rhythm a product organization runs on: steering, planning, shared standards, visible delivery and AI-assisted ways of working.
Good teams stall without a rhythm: decisions made in the open, standards everyone shares, and delivery anyone can see. I set that rhythm up early and keep it light enough that teams want to use it.
Decide in the open
At McLane, product steering with senior business, technology, sales and marketing leaders, plus quarterly roadmap planning, keeps scope, sequencing and launch readiness decided where every stakeholder can see them. Biweekly steering carried McLane360 to a fixed launch date at McLane Engage 2026.
Standardize the handoffs
Most delays live between teams, not inside them. At Frumatic I standardized discovery, requirements and user-story practices across teams, raising sprint velocity 57%. At McLane an eight-phase UX delivery framework does the same for design, from discovery to developer handoff.
Make delivery visible without status meetings
After a leadership change in Frumatic’s engineering team, I took on project management alongside product: a structured Jira roadmap, a task-definition template, and automated Jira, GitHub and Discord notifications that gave everyone a live view of progress. Over four sprints the story points the team completed rose from 21 to 188.
Build the team, then get out of its way
At Frumatic I led two Product Managers and two UI/UX Designers alongside distributed engineering teams, delivering 11 client products across four countries and growing annual project throughput 26%. At McLane I lead a Product Owner and two UI/UX leads.
Where I applied this
- Frumatic: rebuilding delivery momentum in six months
- McLane360: a six-month launch
- Frumatic DMS: a SaaS platform for auto dealers
- Full experience
Methods I use: steering committees, quarterly planning, delivery frameworks, requirement and task templates, Jira and GitHub automation, and velocity and throughput tracking.