Product Ops

OUR MISSION

At Omnea, we’re reinventing how enterprise businesses operate, starting with the most painful parts: procurement – where a single purchase can drag on for months, trigger 50+ emails, and pull in Finance, Legal, Security, and IT just to get something approved.

We’ve raised $75M from Khosla Ventures, Insight Partners, and Accel to change that. Our AI-native platform connects every person, step, and system so buying is fast, safe, and efficient – one place to request, automated approvals and renewals, real-time supplier risk, and complete spend visibility.

The opportunity is massive. Every enterprise on the planet has this problem and nobody has solved it. We’ve 10x’d ARR to double-digit millions in 18 months and are trusted by global enterprises like Spotify, MongoDB, Monzo, and Albertsons.

Our team previously scaled Tessian (cybersecurity tech, backed by Sequoia, Balderton, Accel, acquired post-Series C), and our team includes ex-founders operators who’ve grown unicorns, shipped world-class products, and executed at the highest levels.linkedin.linkedin.com/in/rebecatristan/.

WHAT WE'RE LOOKING FOR

This is the first dedicated Product Operations hire at Omnea. You'll report to our VP Product.

You'll live at the intersection of product and AI. You'll build the operational layer a fast-growing product team needs: the tool stack, the launch rhythm, our top-level metrics, early access programmes, the comms.

Treat the product org as your user. Define the problem, build the thing, get people using it, then check whether it made anyone faster. If it didn't, kill it and try something else.

We want a structured operator with low ego and a builder's instinct. You'd rather automate a problem than write a process doc about it. You'll be hands-on — wiring up integrations, writing Claude skills, pulling data, shipping dashboards.

WHAT CAN YOU EXPECT?

AI enablement for the product team. You'll work out where PMs, designers and engineers are spending time they shouldn't, then build the agents, Claude skills and automations that take it off them: synthesising customer signal from Gong, Slack and support, turning specs into first drafts, generating release notes, assembling reporting. Getting people to use what you build matters as much as building it, so expect to spend real time on adoption and coaching. Hold yourself to whether the team is measurably faster.

The product tool stack. Claude (incl skills), Figma, Linear, Notion, Pylon, Mixpanel, Datadog, Granola, our AI tooling, whatever comes next. You own how it's configured, how it connects and how well it's used. Kill what isn't earning its licence. Run the evaluation when we need something new. Connect them up so nobody's copy-pasting between systems. And structure our sources of truth — roadmap data, decision logs, product knowledge — so agents can read them as well as people can.

Launch and release coordination. The product launch calendar, readiness criteria, and a reliable record of what shipped when. The important part is the join between what we build and how we sell it. Product Marketing owns the narrative and the campaign and marketing release timing; you own the reality underneath it. You’ll know the product inside & out, you’ll ensure that the thing we're announcing has actually shipped, works, is documented for internal teams and customer, and a customer can use it on day one. Nothing goes out before it's ready. Nothing meaningful ships without the market hearing about it.

Early access programmes. Alpha, beta and design partner programmes are how we de-risk what we build and how our best customers get a stake in the roadmap. They run informally today. As we sell to bigger and more demanding enterprises they need proper structure: who gets in, what both sides commit to, how feedback gets captured and routed, and what has to be true before something goes GA. You'll design that and mature it as our customer base does.

Top-level metrics. PMs own the detail for their own areas and should keep owning it. You own the layer above: our North Star and company-level product metrics, the key metric from each team pulled into one picture, kept current and actually looked at. You’ll shape the narrative around the metrics and work with PMs to connect the detail into the company level. You'll bring in the signals from outside product that should be shaping decisions — pipeline and what we're winning on, customer health, how p