Head of Product Operations

Digital Green is a global non-profit that has spent nearly two decades helping smallholder farmers build more prosperous, resilient livelihoods—reaching over 10 million farmers to date. Our flagship product, FarmerChat, is a multilingual AI-powered advisory platform that gives farmers timely, locally relevant guidance—from climate-resilient practices to pest management, input use, and market access—in the language and format that works for them. Today FarmerChat reaches farmers across India, Kenya, Ethiopia, Nigeria, and Brazil, with millions of questions asked and answered in over 15 local languages. We combine deep, on-the-ground agricultural extension experience with modern AI to meet farmers where they are, and help them make better decisions, faster.

We are looking for a senior Product Operations leader to build and run the operating system that keeps FarmerChat product work moving from early ideas through development, beta, production, and learning.

This role sits at the center of a fast-moving Product organization. You will create clarity across priorities, decisions, stakeholders, dependencies, and timelines; make sure the right people are involved at the right moments; and help Product and Engineering leaders turn decisions into coordinated execution.

You will not own the product vision or make product decisions on behalf of Product leaders. You will own the process that helps those decisions happen with the right information, clear accountability, and strong follow-through.

You will work particularly closely with Product and Engineering leadership, helping establish clear handoffs and shared ways of working as initiatives move from product definition into technical delivery. You will also serve as a key stakeholder partner for the Product organization, building trusted relationships across functions and leadership teams, creating clear channels for input and feedback, and helping ensure Product decisions are well understood across the organization.

• Build and maintain clear, lightweight ways of working across Product, Engineering, Tech/AI, Design, Research, Growth, and other teams.
• Run the core operating cadence, including planning, stage reviews, decision forums, and cross-functional meetings.
• Maintain a reliable source of truth for priorities, roadmap status, key decisions, risks, dependencies, and open questions.
• Track progress proactively, surface blockers early, and ensure decisions and follow-ups move to closure.
• Improve ways of working over time, introducing enough structure to create clarity and predictability without adding unnecessary bureaucracy.

• Coordinate the process for bringing together signals from Product, Research, Growth and Data, Design, Country Teams, Strategy, Legal, and other relevant functions.
• Ensure the right stakeholder perspectives are brought into the process at the appropriate points.
• Prepare clear, decision-ready materials that synthesize inputs, trade-offs, evidence, and open questions for Product leadership.
• Make priorities, assumptions, and decision rationale visible and understandable across the organization.

• Help move work from early signals and prototypes through product definition, engineering, beta, and production.
• Coordinate required stakeholder input and review at the appropriate stages, ensuring decisions, risks, dependencies, and open questions are clear before work advances.
• Ensure product requirements, design, success measures, dependencies, and risks are sufficiently clear before work enters Engineering.
• Establish clear handoffs and ways of working with Engineering as initiatives move from product definition into build, testing, beta, and release.
• Work closely with the Engineering delivery counterpart to maintain a shared view of scope, readiness, dependencies, timelines, and unresolved issues.
• Track feedback and decisions so teams understand what was included, deferred, or changed and why.
• Coordinate beta and production-readiness processes and ensure learning feeds back into future product work.

• Build trusted relationships with leaders and key stakeholder groups across the organization so Product can work effectively across functions and surface issues early.
• Create a predictable rhythm of clear product updates for leadership and the broader organization.
• Translate complex Product and Engineering work into language that different teams can understand and act on.
• Ensure key decisions, changes, and trade-offs are communicated clearly, and close the loop with stakeholders after important decisions.
• Reduce the amount of time teams spend reconstructing past decisions, chasing information, or working from different versions of the truth.

• 8+ years of experience in Product Operations, product/program management, product delivery, Chief of Staff, or a comparable operating role in a technology environment.
• Strong experience working with senior Product and Engineering leaders.
• Demonstrated ability to build practical processes and improve ways of working in fast-changing organizations.
• Strong judgment about when structure is useful and when it becomes unnecessary process.
• Excellent stakeholder-management and facilitation skills, with the ability to move work forward through influence rather than formal authority.
• Excellent written and verbal communication and the ability to synthesize complex information clearly.
• Strong ownership, organization, and follow-through.
• Familiarity with product roadmaps, OKRs, user research, experimentation, and modern Product/Engineering workflows.

• Experience in AI/ML, data-intensive, or rapidly scaling digital products.
• Experience working across multiple countries, cultures, or operating environments.
• Exposure to agriculture, global development, or products designed for underserved users.

• Product work moves through a clear and predictable process without creating unnecessary bureaucracy.
• Decision ownership is clear and decisions are documented and followed through.
• Stakeholders are engaged at the right points rather than late in the process.
• Product and Engineering have clear handoffs, shared visibility into readiness, and a consistent understanding of dependencies and risks.
• The wider organization has a clear view of what Product is working on, what has changed, and why.
• Product requirements, design, and key decisions are sufficiently resolved before major Engineering work begins.
• The CPO and Product leaders spend less time coordinating, chasing follow-ups, and reconstructing decisions and more time on product and strategy.