Head of Product Ops

Movantis is expanding its product portfolio while reducing headcount. Operations have to scale for the products to scale — and today many operational processes still run manually, on money. This role exists to change that: it owns the internal backoffices and cross-functional services as products, leads the enabling functions that serve the whole portfolio, and runs the cadence that turns roadmap commitments into clients in production.

What you'll own:

• Scalable internal systems. Own internal back offices and services supporting Finance, Operations, Compliance and Support, replacing ad hoc processes with scalable solutions.
• Automation & efficiency. Automate commissions, settlements, payouts and reconciliation while owning a dedicated roadmap focused on reducing time, cost, risk and incidents.
• Execution & delivery. Run the Product Command Center, coordinating teams, removing blockers and giving leadership portfolio visibility—so PMs can focus on product and strategy.
• Cross-functional readiness. Ensure Compliance, Security, Risk, Finance, Commercial, Support and Technology are aligned from definition through launch.
• Enabling functions. Lead Product Design and Analytics/BI with shared prioritization, including Gross Profit, funnel and friction visibility.
• What success looks like
• First 90 days. Product Command Center live; key baselines established; Design/BI intake running; Efficiency Roadmap prioritized.
• First 6–12 months. ≥85% quarterly roadmap delivery; ≤1 post-release Sev1; ~15% faster time-to-go-live; monthly Gross Profit visibility; funnel instrumentation; measurable reduction in manual work and incidents.

About you:

• 8+ years in product management, product operations or an equivalent technology role, including direct people leadership — you have hired, developed and given hard feedback.
• Track record making operations scale: automating manual processes, consolidating tooling, or building internal products that removed operational load.
• Demonstrated experience building operating cadence and governance for a multi-product portfolio — not single-project delivery management.
• Fluency in product culture: discovery, outcomes, roadmap trade-offs. You can hold a substantive conversation with a senior PM about why something is being built, not just when it ships.
• Strong analytical foundation. You define metrics, work comfortably with data teams, and know the difference between a number that is measured and a number that is asserted.
• Experience embedding control and support functions — Compliance, Risk, Fraud, Security, Finance — into a product development process in a regulated environment, early enough to avoid becoming a bottleneck.
• Ability to influence without authority: most of the people who follow your process do not report to you.
• Professional English and Spanish (Portuguese a plus), comfortable across US and LatAm teams and time zones.

Nice to have

• Background in payments, cross-border money movement or fintech infrastructure.
• Experience instrumenting revenue or margin visibility — Gross Profit by product, method or client.
• Experience running a cost or efficiency program with measurable results.
• Exposure to leading design and/or analytics functions.

What this role is not?

• It is not a PMO that chases dates. It absorbs the PMO function of the area, but the mandate is outcomes: making execution visible and unblocked, not defending a schedule. If your instinct when a milestone slips is to update the tracker rather than ask what decision is missing, this is not the right fit.
• It is not a parallel product directorate. You do not own product P&L, roadmap content or the business thesis — those stay with the product groups and their PMs. You own how the organization executes and delivers, and how it proves what it delivers.
• It is not the approver. You make sure the right conversations happen at the right time; you do not replace the judgment of Compliance, Risk or Security.

How we work?

• Product decisions here are anchored on Gross Profit and on reusable capability: we build a capability once — shared and neutral — and monetize it many times across products and segments. We prefer measured baselines to confident assertions, and we would rather fix how something is measured than argue about the number.

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