Chief Product Owner, Global Operations

About Us

Wellington Management offers comprehensive investment management capabilities that span nearly all segments of the global capital markets. Our investment solutions, tailored to the unique return and risk objectives of institutional clients in more than 60 countries, draw on a robust body of proprietary research and a collaborative culture that encourages independent thought and healthy debate. As a private partnership, we believe our ownership structure fosters a long-term view that aligns our perspectives with those of our clients.

About the Role

The Chief Product Owner, Global Operations, is a member of the Global Operations leadership team within the Infrastructure Platform, with responsibility across Client Operations, Fund Services, Investment Operations, and Private Operations. The role helps shape the product vision and translates firm strategy and operating model priorities into capabilities that power Wellington’s operations and enable the Investment and Client Platforms to serve clients effectively.

Accountable for what technology outcomes Operations invests in, when, and why, the CPO owns the product roadmap, cross-product prioritization and sequencing, capacity allocation, and measurable outcomes—balancing transformational change with business-critical services. Operations Product Owners report to the CPO and own their products’ vision, backlog, sequencing, and committed outcomes; the CPO sets their shared agenda and resolves conflicts they cannot settle.

The CPO partners with business stakeholders and the Platform CIO to align capabilities with future-state workflows, the Global Operations target operating model, and the platform’s technical vision and delivery approach. Technology partners own how solutions are designed, built, supported, and sustained. As a peer to the Investment and Client Platform CPOs, the role aligns shared outcomes and represents Operations’ priorities and constraints in cross-platform decisions.

This is a hands-on leadership role requiring deep expertise in product management, agile ways of working, and applied AI. The CPO partners with business leaders to reimagine Operations workflows in an AI-native model, rather than serving solely in an oversight capacity.

KEY RESPONSIBILITIES

1. Operations Product Strategy & Business Outcomes

• •Shape the Global Operations product vision as a member of its leadership team and own the product strategy and multi-year roadmap that translate firm strategy, functional priorities across Investment Operations, Client Operations, Fund Services and Private Operations, and the Global Operations target operating model into a single, prioritized product agenda.
• •Define measurable outcomes for each Operations product that reflect the needs of the Investment and Client Platforms and the clients they serve; hold Product Owners accountable for business outcomes and service levels, including operating leverage, error rates, break resolution time, and time to onboard, rather than delivery velocity alone.
• •Own the investment case for Operations technology: distinguish where spend is additive to new business outcomes versus protecting the run-the-business capacity floor and defend that distinction to enterprise leadership and the annual budget cycle.
• •Represent Operations' product strategy, headcount, and application footprint to enterprise governance forums, including the budget planning cycle and platform-level roadmap reviews.

2. AI-Native Reimagination of Operations

• •Lead the reimagination of Operations workflows in an AI-native model aligned with future-state workflows and the Global Operations target operating model, redesigning how work is done rather than simply automating today's manual handoffs — starting with the highest-volume, most error-prone processes (reconciliation, exception resolution, corporate actions, guideline monitoring).
• •Partner with Wellington's Enterprise AI program and the Infrastructure Platform CIO to identify which Operations capabilities are candidates for agentic or AI-assisted delivery, and sequence that work into the product roadmap alongside conventional change.
• •Set expectations across Operations Product Owners that AI-first is the default posture for new build, not an initiative layered on top of standard delivery.

3. Product Owner Leadership & Team Management

• •Directly manage the Operations Product Owners: set expectations, coach, evaluate performance, and develop their capability as general managers of their product lines.
• •Build a unified PO leadership team across products with materially different demand patterns, some run-the-business dominant, some episodic and event-driven, establishing shared standards for backlog quality, prioritization discipline, and outcome definition.
• •Hold Product Owners accountable for their product vision, backlog, sequencing, and committed business outcomes within the Operations product agenda; resolve prioritization conflicts they cannot settle and partner with technology leaders on delivery, while preserving technology's accountability for solution design, engineering, support, and sustainability.

4. Cross-Platform & Enterprise Stakeholder Management

• •Serve as Operations' seat in the Cross-Platform CPO Forum with the Investment and Client Platform CPOs, resolving priority conflicts and dependencies that a single Product Owner cannot settle alone — particularly where Operations' capacity is claimed by another platform's requests.
• •Partner with fellow Global Operations leadership team members and division heads (e.g., Investment Operations, Client Operations, Fund Services, and Private Operations) to align product capabilities with business priorities and future-state workflows, and with senior Investment and Client Platform stakeholders to ensure those capabilities support the platforms and clients they serve.
• •Own Operations' side of committed cross-platform and non-discretionary initiatives (e.g., firm-level integrations, new regulatory disclosure regimes), negotiating scope and sequencing on behalf of every affected Operations product.
• •Build the internal communications and change narrative for Operations stakeholders as the product model rolls out, addressing job security, reporting line, and capacity questions directly rather than leaving them to surface informally.

5. Technology Partnership & Delivery Direction

• •Partner with the Infrastructure Platform CIO and Chief Architect to align Operations product capabilities, future-state workflows, and roadmap priorities with the platform's technical vision and delivery approach. Own business priorities, cross-product sequencing, capacity allocation, and outcome realization, while technology partners own how solutions are designed, built, supported, and sustained.
• •Set quarter-to-quarter investment priorities and capacity allocation across Operations products, working through Product Owners and in partnership with the CIO organization supporting roughly 200+ FTE/FTC technology resources. Balance change delivery with business-critical services; the CPO and POs own what gets built and why, while the CIO organization and Technology Leads own how it gets engineered.
• •Participate in PI planning and enterprise governance as Operations' business-accountable voice, ensuring committed outcomes, not just committed capacity, are visible to Infrastructure Platform leadership.

6. Product & Agile Operating Model Stewardship

• •Act as Operations' subject-matter authority on product management and agile ways of working, maintaining hands-on depth rather than delegating the discipline entirely to POs.
• •Coach POs and business stakeholders on the distinction between product ownership (business accountability for outcomes) and delivery management (process facilitation), reinforcing the general-manager framing across Operations.
• •Align product and agile ways of working with the Global Operations target operating model, applying the appropriate