About Zip

Zip is the AI platform for enterprise procurement — built for humans and agents working together. By orchestrating procurement across teams, tools, and suppliers with the help of AI agents, companies can secure the resources they need to innovate faster than ever before.

The world’s most influential enterprises trust Zip, including T-Mobile, OpenAI, AMD, Mars, Dollar Tree, and more. Together they’ve saved over $8 billion and processed over $500 billion in spend. Zip’s team includes product leaders from Apple, Airbnb, and Meta, as well as former procurement leaders from United Health, Sanofi, MGM Resorts, Discover, and NASA.

Backed by Adams Street, Alkeon, BOND, CRV, DST, Tiger Global, and Y Combinator, Zip has raised $371 million, most recently at a $2.2 billion valuation and has been recognized by Forbes Fintech 50, Fast Company's Most Innovative Companies, Inc. Best in Business, and LinkedIn Top Startups.

Your Role

As a Product Operations Manager for strategic programs, you will help lead our most important cross-functional product programs, including company-critical launches and large-scale customer rollouts, while owning the operating cadence for roadmap, planning and launch enablement. You will work cross-functionally to establish clear plans, align teams, surface risks, and drive decisions.

This is not a status-tracking role: you will bring operational leadership needed to move complex, high-stakes initiatives from strategy through launch, adoption, and measurable outcomes. Equally, you will build the lightweight, durable systems and ways of working that let the product organization operate effectively as it scales – the operating cadence is yours to design and own, not just to run.

You Will

• Lead the end-to-end execution of the company’s highest-priority product programs, from initial alignment through launch, rollout, and post-launch follow-through.
• Build integrated program plans that clarify scope, milestones, owners, dependencies, decision points, success measures, and escalation paths.
• Own the annual, half-year, and quarterly product planning cadence in partnership with Product, Design, and Engineering leadership.
• Maintain a coherent, current view of the product roadmap across teams, including company priorities, major commitments, capacity constraints, sequencing, and cross-team dependencies.
• Create effective forums for strategy reviews, roadmap decisions, launch reviews, executive updates, and retrospectives.
• Close the loop between execution and improvement – capture what launches and planning cycles teach us, and turn it into better defaults for the next one.