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-s