This is not a coordination job. You'll be trusted to hold real ownership. We want a structured operator with low ego and a builder's instinct — someone who'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.

The role is deliberately broad, and it's a springboard. Working this closely with a VP Product is a fast route into product leadership, a PM group, or whatever the biggest gap turns out to be twelve months from now.

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, the campaign and marketing release timing; you own the reality underneath it. You'll know the product inside and out, and you'll ensure that the thing we're announcing has actually shipped, works, is documented for internal teams and customers, and that 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, and the story they tell. 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 up to 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 people really use what we've shipped. Board and investor materials should pull from your view rather than getting rebuilt from scratch every quarter, and you and Rob will build them together — you assembling the picture, him taking it into the room.
• Product comms, including the roadmap deck. The internal newsletter, release notifications, release tracking. As we ship faster this becomes the difference between a business that's aligned and one that's guessing — Sales, Customer and Marketing should never be surprised by something we've shipped. You'll often be writing in Rob's voice as well as your own, so getting close enough to him to do that convincingly matters. You'll also own our external-facing roadmap deck, used with prospects and customers and as an internal alignment tool.
• Documentation. Integration guides, technical docs and product reference material that get used live in sales cycles and onboarding. You'll keep them accurate as the product grows, track their adoption, and adjust.
• How the product team comes together. A team growing this fast needs coherence, and that's yours to own. You'll run our quarterly or semi-annual product events, and wider R&D events where it makes sense, with a real agenda and a real outcome rather than a day of slides. You'll also own our learning rhythm: lunch and learns, internal teach-ins, and getting good external speakers in from other product orgs.

About You

You've spent 2 to 3 years in a chief-of-staff role, product operations, product management, business operations, strategy and ops, or consulting, ideally in B2B SaaS. The strongest candidates will have done more than one of those, and will have built the systems they ran rather than inherited them.

You want to work this closely with someone. The best version of this role is a genuine partnership with Rob, which means you're energised by being in someone's orbit, learning by proximity, and building the trust that gets you handed the things that matter. If you'd rather be given a clean brief and left alone, this isn't the one.

You're comfortable operating with borrowed authority. You can represent a leader's thinking accurately, chase senior people without friction, and be trusted with the things they can't delegate anywhere else, while being direct enough to disagree with them privately.

AI is already how you work. Not something you're planning to get to. You use it instinctively, and more usefully, you know how to design systems that leverage it for other people. You've built agents, automations or internal tools that others adopted and kept using. You can get to a working prototype without waiting for engineering.

You're comfortable with data. You can pull it, interrogate it and turn it into something a PM will act on.

At Omnea, we embrace diversity. To build