Director of Product Operations

Company Overview

Deepgram is the leading platform underpinning the emerging trillion-dollar Voice AI economy, providing real-time APIs for speech-to-text (STT), text-to-speech (TTS), and building production-grade voice agents at scale. More than 200,000 developers and 1,300+ organizations build voice offerings that are ‘Powered by Deepgram’, including Twilio, Cloudflare, Sierra, Decagon, Vapi, Daily, Cresta, Granola, and Jack in the Box. Deepgram’s voice-native foundation models are accessed through cloud APIs or as self-hosted and on-premises software, with unmatched accuracy, low latency, and cost efficiency. Backed by a recent Series C led by leading global investors and strategic partners, Deepgram has processed over 50,000 years of audio and transcribed more than 1 trillion words. There is no organization in the world that understands voice better than Deepgram.

Company Operating Rhythm

At Deepgram, we expect an AI-first mindset—AI use and comfort aren’t optional, they’re core to how we operate, innovate, and measure performance.

Every team member who works at Deepgram is expected to actively use and experiment with advanced AI tools, and even build your own into your everyday work. We measure how effectively AI is applied to deliver results, and consistent, creative use of the latest AI capabilities is key to success here. Candidates should be comfortable adopting new models and modes quickly, integrating AI into their workflows, and continuously pushing the boundaries of what these technologies can do.

Additionally, we move at the pace of AI. Change is rapid, and you can expect your day-to-day work to evolve just as quickly. This may not be the right role if you’re not excited to experiment, adapt, think on your feet, and learn constantly, or if you’re seeking something highly prescriptive with a traditional 9-to-5.

Director of Product Operations

Product Operations is the connective tissue of our product organization. As Director of Product Operations, you own the systems, cadences, and analysis that let product, engineering, program management, GTM, finance, and executive leadership operate off a single, trusted picture of what we are building, when it ships, and what it is worth.

This is a high-visibility role with broad surface area. You will run the new product introduction (NPI) process end to end, keep product deliverables on track across a distributed set of teams, quantify the revenue impact of roadmap decisions, coordinate deliverables owed to and from our partners, and prepare the material that leadership uses to steer the business. You will spend as much time building durable process and instrumentation as you do driving individual launches.

The ideal candidate is equally comfortable running a cross-functional launch gate review, modeling ARR impact in a spreadsheet, and writing the one-page summary an executive reads before a board meeting.

What You'll Do

Product Deliverable Coordination

Maintain a single source of truth for product commitments, milestones, dependencies, and status across all product lines

Drive accountability for deliverables across product management, engineering, design, docs, support, and GTM — surfacing risk early rather than reporting it late

Establish and enforce lightweight standards for PRDs, roadmap artifacts, release readiness, and launch documentation

Identify and remove chronic sources of friction and rework in how the product organization plans and ships

New Product Introduction (NPI)

Own the end-to-end NPI process: stage gates, entry and exit criteria, readiness checklists, and go/no-go decision forums

Chair launch readiness reviews and hold cross-functional owners to gate criteria across engineering, security, support, pricing, legal, marketing, and sales enablement

Coordinate beta and early access programs, including participant selection, feedback capture, and exit criteria for GA

Run post-launch retrospectives and drive the resulting process improvements into the next cycle

Continuously improve NPI for speed and predictability — the process should scale with the company, not slow it down

Program Management Partnership

Partner closely with Program Management to align the product roadmap with engineering delivery plans, release trains, and capacity

Reconcile roadmap commitments against actual delivery, and maintain a clear, honest view of schedule confidence

Establish shared dependency tracking and escalation paths across product and engineering programs

Ensure planning inputs — sizing, sequencing, staffing assumptions — are consistent between product plans and program plans

Financial and Revenue Impact Analysis

Build and maintain models that quantify the revenue impact of roadmap decisions: ARR opportunity, expansion and retention effects, competitive displacement, and pipeline influence

Partner with Finance on product P&L inputs, cost-to-serve, pricing and packaging analysis, and business case development for major investments

Support annual and quarterly planning with scenario analysis and resource allocation recommendations grounded in expected return

Track realized outcomes against the business cases used to justify investment, and close the loop with leadership on what actually delivered

Establish and maintain the product metrics framework — adoption, usage, attach, retention — and connect it to financial outcomes

Partner Deliverable Coordination

Coordinate deliverables owed to and from technology, ISV, channel, and strategic partners, including integration milestones, certification requirements, and co-launch commitments

Track partner-facing roadmap commitments and ensure internal delivery plans reflect them

Serve as the operational interface between the partner/BD organization and product and engineering teams

Prepare partner-facing roadmap materials and support joint planning and QBR cycles

Cross-Functional Interface

Marketing

Partner with product marketing on launch tiering, messaging inputs, positioning reviews, and launch calendar sequencing across the portfolio

Ensure roadmap and launch timing are reflected in demand gen, campaign, and event planning, and that marketing has the technical substance it needs early enough to build against

Coordinate analyst relations and competitive inputs back into roadmap and business case work

Sales

Maintain visibility into customer-facing roadmap commitments — what has been promised, to whom, by when, and whether an internal owner and delivery plan exist behind it

Run the intake and triage process for feature requests, roadmap exceptions, and custom commitments tied to key pipeline opportunities, routing them to the right product owner and escalating to product and sales leadership when a decision is needed

Flag commitments that are unbacked, at risk, or in conflict with the roadmap early enough for leadership to act, and track each one through to a decision

Work with sales leadership to understand top pipeline deals and at-risk renewals, and translate deal-blocking product gaps into prioritized, quantified roadmap input

Support strategic customer engagements: executive briefings, roadmap sessions under NDA, and design partner arrangements

Partner with sales enablement to ensure the field is trained and equipped ahead of every launch, and that release readiness includes GTM readiness

Support and Customer Success

Establish a standing channel with Support and CS to surface escalation themes, defect trends, and top customer pain points into product prioritization

Participate in escalation review for critical customer issues, ensuring product and engineering ownership is clear and resolution is tracked to closure

Track support-driven signals — ticket volume, deflection, time-to-resolution, escalation frequency — as inputs to roadmap and quality investment decisions

Ensure support readiness (documentation, runbooks, staffing, toolin