In product operations, we were a team built for a group of 100-120 product managers and 50 different products. Our role was to build out processes and solutions so that the product managers could spend time doing their jobs rather than creating their jobs.
For example, how do we do end-of-life? Well, a product manager doesn't do end-of-life very regularly. So instead of having them figure it out from scratch, we built a toolkit to say, "Here are the 10 steps, here's the plan to follow. And if it's a big EOL program, we'll partner with you and help you lead it throughout the organization." It's that kind of approach.
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