Nextiva
Scottsdale, AZ · Remote · SaaS
Four years in Product & Technology Operations, with promotions in 2024 and 2025. Started in design operations and moved into broader program management: PMO reporting, customer feature intake, vendor consolidation, and AI releases with Legal and Security review.
Roles
- Project Manager II, Product & Technology Operations · May 2025 – April 2026
- Project Manager I, Product & Technology Operations · July 2024 – May 2025
- Senior Project Associate, Product Design Operations · April 2022 – June 2024
Scope
- Program delivery for Product & Technology Operations: scope, release readiness, RAID, and dependencies with Engineering, Finance, Support, Legal, and Security. Reports and dashboards tracked progress and risks for leadership.
- Design system and component library: program manager for the team; Scrum with 20+ designers; weekly coordination with engineering to work the design-system backlog.
- PMO cadence: RAID and release status for leadership and the C-suite; monthly Product & Technology all-hands (slides, hosting, facilitation); mentoring for project managers on AI tools and delivery practices.
- Customer feature intake: briefs and acceptance criteria with product and GTM. In-app guides and dashboards helped cut Support ticket volume by about 25%. Routed 600+ feature requests to product managers and supported 10+ customer-requested features per quarter across Design, Engineering, QA, and GTM.
- Usage and billing (among other programs): Pendo, in-app guidance, and Jira Product Discovery with product and stakeholders. One quarter delivered about $1M in billable features after mapping handoffs, using AI for drafting and coordination, aligning roadmap data to the backlog, and release readiness with Finance, Implementation, and Business Technology.
- Microsoft Teams integration: product owner for competitive analysis, requirements, user stories, and acceptance criteria with Engineering, Marketing, and Design. Led three engineers and one designer; tracked work in Jira; delivered on timeline and scope.
- Cross-product launches: dependency tracking, blocker escalation, and alignment across product, marketing, and design ahead of release.
- Operations and change: vendor negotiations to remove duplicate SaaS tools (more than $250K annual savings); 20+ process updates with documentation; intake redesign; training for 50+ employees on new workflows.
AI programs & governance
AI features and the live-chat cutover required steady coordination with Security, Legal, product, and engineering on guardrails, testing, and rollout.
- Production AI releases followed Legal and Security guardrails: prohibited topics, allowed link domains, recording disclosures, and human review rules. Coordinated delivery so those requirements stayed in the release plan.
- AI live-chat cutover from legacy handling to the new stack over two quarters (~500–600 conversations per day). Workato for cross-system workflows. Queue data afterward showed about two fewer minutes of agent time per conversation.
- Tracked AI program delivery, blockers, rollout readiness, adoption, testing, and executive status reporting.
- Worked with Security and Legal on disclosures and customer-facing language for AI-assisted interactions, including recording and transcription.
- Production readiness covered ingestion integrity, agent isolation, observability, and human-in-the-loop review, scoped per release.
- Regular use of Gemini, Claude, ChatGPT, Microsoft Copilot, and Cursor for status, briefs, and enablement; shared prompt patterns with the PM team where they helped.