Aspora
Founder's Office
ProductStrategyandOperationsManager
“Product Strategy and Operations Manager at Aspora. Skills: Operational health, Define product-surface defects, Build the dashboard or query that tracks them, Decompose the metric, Drive it down end to end, Partner performance and commercial levers, Run weekly partner operating cadences, SOP and process design, Build the onboarding and steady-state operating model, Automation, Ship production workflows that reduce manual ops load, Data fluency, Write SQL, Inspect event or transaction-level data, ”
What You'll Achieve.
Own the operational health of that surface end-to-end; Define product-surface defects, build the dashboard or query that tracks them, decompose the metric, and drive it down end to end; Run weekly partner operating cadences, escalate with evidence, and influence SLAs, cost of funds, take-rate, FX spread, fees, routing, and service quality; Build the onboarding and steady-state operating model for partners, internal teams, support, compliance, finance, and product; Ship production workflows that reduce manual ops load — LLM workflows, n8n/Zapier-style orchestration, SQL-triggered alerts, internal tools, and exception-handling systems; Write SQL, inspect event or transaction-level data, and stand up your own dashboard in tools like Metabase, Hex, Sigma, or equivalent; Bring a number, a diagnosis, and a plan to pod reviews; Make trade-offs explicit when everything cannot be fixed at once; Know the product surface at transaction/event level; Own the defect dashboard; Identified the top 2–3 defect drivers; Shipped at least one measurable process or automation improvement; Reduced a priority defect metric; Changed partner behaviour through evidence-led escalation; Improved at least one SLA or cost/reliability lever; Removed a recurring manual ops workflow
Industry & Context.
Define product-surface defects; Decompose the metric; Drive it down end to end; Escalate with evidence; Build the onboarding and steady-state operating model; Ship production workflows that reduce manual ops load; Exception-handling systems; Inspect event or transaction-level data; Bring a number, a diagnosis, and a plan to pod reviews; Make trade-offs explicit when everything cannot be fixed at once; Explain the mechanics behind a metric movement without hiding behind frameworks; Solve problems that have no industry playbook
What They're Looking For.
Must Have
Owned an operational metric, not just supported one, Can explain the mechanics behind a metric movement without hiding behind frameworks, Worked with external partners — banks, fintech infrastructure providers, custodians, brokers, or regulated operating partners, Can write SQL or are enough with data to become self-sufficient quickly, Shipped automation that real users or internal teams depended on, Comfortable doing unglamorous work when that is what moves the number
Nice to Have
Want to advise but not operate, Need analytics, product, or engineering to define every problem before you move, Automation experience is mostly prompts, demos, or hackathons with no production adoption, Uncomfortable pushing partners with data and asking for named owners, dates, and commitments
What You'll Do.
Own the operational health of that surface end-to-end
Define product-surface defects
build the dashboard or query that tracks them
and drive it down end to end
Run weekly partner operating cadences
escalate with evidence
Build the onboarding and steady-state operating model for partners
Ship production workflows that reduce manual ops load — LLM workflows
n8n/Zapier-style orchestration
and exception-handling systems
inspect event or transaction-level data
and stand up your own dashboard in tools like Metabase
and a plan to pod reviews
Make trade-offs explicit when everything cannot be fixed at once
How You'll Work.
Team & Collaboration
Partner with internal teams, support, compliance, finance, and product; Run weekly partner operating cadences; Bring a number, a diagnosis, and a plan to pod reviews
Communication Scope
Radical candour; Escalate with evidence; Influence SLAs, cost of funds, take-rate, FX spread, fees, routing, and service quality; Make trade-offs explicit when everything cannot be fixed at once; Pushing partners with data and asking for named owners, dates, and commitments
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