Core responsibilities
Internal leadership presentations and alignment
Own the coordination, development, and quality of recurring internal presentations for the VP and Consumer PC leadership team. Deliverables include weekly VP product updates, staff-meeting materials, quarterly business and product review decks, operating-review decks, product-performance reviews, budget and forecast reviews, roadmap and PLC presentations, strategic-initiative updates, decision materials, and broader internal communications.
Manage the full presentation workflow: establish the storyline, request and collect inputs, reconcile numbers and messages, improve charts and data visualization, identify pages requiring decisions, coordinate reviews and approvals, and deliver polished materials on schedule. Maintain reusable templates, presentation calendars, source links, review checkpoints, and clear contributor deadlines.
Performance and portfolio reporting
Maintain a unified management view of the Consumer PC portfolio, including product performance, major hardware and software programs, launch and PLC milestones, initiative health, risks, dependencies, and key operating measures. Coordinate inputs from Product Management, Finance, Engineering, Software, Supply Chain, Operations, Marketing, Services, and other functions. Each contributing team maintains ownership of its authoritative source data.
Highlight changes and exceptions, including milestone movement, missed commitments, emerging forecast risks, areas of strong or weak performance, and topics that require leadership attention.
Budget and business-performance visibility
Partner with Finance and program owners to maintain clear reporting on plans, actuals, forecasts, major investments, program spend, savings and cost actions, and other financial commitments relevant to the Consumer PC product organization. Prepare concise views of financial performance, variances, drivers, risks, and actions for leadership reviews. Finance and business owners remain accountable for financial decisions, controls, and source data. The Manager, Product Operations coordinates reporting and ensures visibility.
Initiatives, OKRs, and operating cadence
Track major product and organizational initiatives, including each initiative's owner, objective, milestones, key results, current status, dependencies, applicable budget, risks, decisions, and next actions. Support weekly staff reviews, monthly operating reviews, quarterly business and product reviews, PLC forums, budget reviews, and strategic-initiative checkpoints. Maintain action and decision follow-through across review cycles.
Automation, analytics, and tools
Build an increasingly automated reporting environment using authoritative data sources, dashboards, APIs, workflow tools, low-code platforms, and AI. Automate recurring data collection, status reconciliation, KPI and OKR refreshes, budget views, reminders, variance detection, trend summaries, and first drafts of executive reports.
This role requires strong technical fluency in data, analytics, automation tools, and AI-assisted workflows. Success includes freeing product managers and functional leaders from recurring manual status preparation.
Global coordination
Work from Palo Alto across HP's global Consumer PC ecosystem. Key collaborators include product and engineering organizations, software and AI teams, Finance, Operations and Supply Chain, Shanghai and Greater China development and prototyping teams, original design manufacturers (ODMs), silicon partners, and software and platform partners. The role consolidates inputs and enables alignment across these groups. Functional and business leaders retain management accountability for their teams
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Initial 90-120 day priorities
Establish a trusted Consumer PC performance dashboard covering product performance, portfolio milestones, initiatives, OKRs, and key risks.
Establish a repeatable plan, actual, forecast, and variance view with Finance.
Create a weekly VP product report and recurring leadership-deck templates.
Map recurring operating forums, deliverables, contributors, and deadlines.
Automate the first high-frequency workflows for data collection, reminders, variance identification, and reporting.
Candidate profile
The ideal candidate brings approximately 5-8 years of experience in product operations, business operations, program management, analytics, financial or business reporting, product-management support, or a related technology role. Strong spreadsheet, dashboard, data-analysis, and presentation skills are essential. The successful candidate is highly organized, accurate, persistent, comfortable coordinating across senior stakeholders, and skilled at turning fragmented inputs into concise, executive-ready reports and presentations.
Preferred experience includes PCs, consumer electronics, product lifecycle processes, budgeting and forecasting, Power BI, Tableau, presentation development, workflow automation, APIs, low-code tools, and AI-assisted productivity.
What success looks like
Leadership has a trusted view of product, initiative, OKR, budget, and forecast performance. Material variances become visible early. Quarterly reviews, operating reviews, PLC forums, and staff meetings arrive fully prepared. Internal presentations tell a consistent story. Risks, actions, and decisions receive reliable follow-through. Authoritative systems generate recurring reporting through automated workflows. Product managers and functional leaders can focus their time on product decisions and execution.
Detailed job description
The opportunity
HP is seeking a Manager, Product Operations to support the Vice President of Product Management for Consumer PCs and the broader Consumer PC leadership team. The role leads the preparation of internal leadership presentations and provides the reporting, coordination, and follow-through required to run recurring executive forums. Its scope includes executive operations, product portfolio reporting, business performance, financial visibility, strategic-initiative tracking, and internal communications.
Product managers and functional leaders own the PLC, product strategy, business plans, and individual product decisions. The Manager, Product Operations provides the operating and reporting layer that gives the VP a clear view of organizational performance: product results, plan attainment, initiative health, budget and forecast performance, key milestones, risks, actions, and decisions requiring attention.
The role delivers polished internal executive presentations and alignment materials that require judgment, synthesis, and storytelling. Data, automation, analytics, and AI support a scalable operating system for collecting inputs, validating content, refreshing recurring pages, and preparing leadership materials.
Provide a unified view of product and business performance
Maintain a concise management view of Consumer PC performance across the dimensions most relevant to the VP and leadership team. Based on the business cadence, this may include product and category performance, revenue, units, mix, launch performance, customer and experience metrics, portfolio milestones, hardware and software readiness, risks, and other agreed operating KPIs.
Coordinate with Finance, Category, Product Management, Marketing, Supply Chain, Engineering, Software, Services, and other teams to obtain data from authoritative sources. Reconcile conflicting or stale inputs, flag data-quality issues, and label actuals, forecasts, plans, targets, and commentary clearly.
Explain the story behind the numbers: what changed, the drivers of the change, the expected path, and the topics requiring leadership attention.
Track strategic product initiatives and OKRs
Maintain a current portfolio of major Consumer PC initiatives and organizational OKRs. For each priority, track the owner, objective, milestones, key results, status, dependencies, applicable budget or investment, key risks, next actions, and required decisions.
Support the VP and leadership team through recurring initiative reviews and concise scorecards. Confirm that updates are current before staff meetings, business reviews, and executive forums. Follow up with owners on overdue actions and missing information. Accountable owners remain responsible for initiative delivery.
Track early-stage product concepts and prototype programs through a simple progression: Idea → Prototype → Validation → Decision → Product/Solution Program. This view helps leadership see which concepts are advancing, which decisions are pending, and when productization ownership transfers to the delivery organization.
Report budget and forecast performance
Partner closely with Finance and functional owners to provide management visibility into budgets and financial commitments relevant to the Consumer PC product organization.
Support recurring reporting on plans, actuals, forecasts, variances, significant investment items, program spend, external and partner spend, cost actions, and other agreed financial measures. Highlight material variances, drivers, potential implications, and the actions or decisions assigned to accountable owners.
Prepare budget and financial-review materials for the VP, including concise tables, charts, variance bridges, trend views, and written explanations. The Manager, Product Operations supports reporting and coordination. Finance and business owners retain accountability for budgets, forecasts, accounting, controls, and approvals.
Create executive presentations and alignment materials
Own the coordination, development, and quality of recurring internal presentation deliverables for the VP and Consumer PC leadership team. Leadership presentation development is a central responsibility of the role and a primary channel for reporting performance, framing decisions, and aligning the organization.
Typical deliverables include
Weekly VP product updates.
Staff-meeting and leadership-team materials.
Monthly operating reviews.
Quarterly business and product review presentations.
Product and portfolio performance reviews.
Budget and forecast reviews.
Roadmap and PLC updates.
Strategic-initiative readouts.
Annual and quarterly planning materials.
Executive decision decks.
Internal partner-alignment presentations.
All-employee and broader organizational materials, as required.
Collect inputs from multiple teams, create a coherent storyline, reconcile numbers and messages, strengthen charts and data visualization, identify pages that require decisions, and manage the review and approval cycle. Maintain reusable templates and a content calendar to improve the speed, quality, and consistency of recurring presentations.
Use AI and automation to generate first-pass summaries, refresh recurring pages, identify changes from previous reviews, and validate consistency. Apply human judgment to narrative, prioritization, and executive communication.
Support PLC and integrated hardware/software reporting
Support the organization's established PLC processes and reviews by maintaining a current view of key milestones, upcoming gates, launch timing, schedule movement, hardware readiness, software readiness, critical dependencies, and actions.
Present hardware and software as one product experience. Reporting may cover hardware platforms, silicon, BIOS, firmware, drivers, Windows and HP software, AI experiences, cloud services, accessories, services, ODM deliverables, user-experience readiness, and launch dependencies.
Prepare PLC status summaries and milestone histories, identify missing or inconsistent inputs, and surface programs with emerging schedule, readiness, or delivery risks. Product and engineering leaders remain responsible for execution recovery and lifecycle decisions.
Run and support the operating cadence
Support the VP's core operating rhythm, including staff meetings, KPI and OKR reviews, product and portfolio reviews, quarterly business and product reviews, PLC checkpoints, budget and financial reviews, strategic-initiative reviews, and ad hoc executive preparation.
Maintain agendas, input deadlines, review calendars, action lists, decision logs, and follow-through. Structure leadership forums around exceptions, decisions, and actions. Complete data reconciliation during the preparation cycle.
Coordinate across contributors and time zones so materials are ready, facts are reconciled, and unresolved items are clearly identified before each meeting.
Automate Product Operations
A central mandate is to use tools to make the organization easier to operate. Identify recurring manual work in portfolio reporting, business reviews, PLC reporting, initiative tracking, OKR updates, budget reporting, and presentation preparation. Prioritize and automate the workflows with the greatest operational value.
Potential approaches include direct system integrations, APIs, Power BI, Tableau, Excel and Power Query, workflow automation, Microsoft Power Platform and similar low-code tools, SharePoint and data repositories, Jira, Aha!, Productboard, scripting, and approved AI agents or assistants.
Automation opportunities include
Collecting status updates.
Refreshing KPI and budget views.
Detecting missing inputs.
Tracking schedule movement.
Generating reminders.
Identifying variances and milestone changes.
Creating draft narrative summaries.
Refreshing recurring presentation pages.
Assembling source data for leadership reviews.
The role requires enough technical fluency to prototype straightforward automations, understand data relationships and APIs, and partner effectively with IT, data, Finance, and engineering teams on complex integrations.
Coordinate internal alignment initiatives
Support cross-functional initiatives that require coordinated communication and follow-through across Product Management, Engineering, Finance, Software, Supply Chain, Operations, Marketing, Services, Support, Design, and other organizations.
For selected leadership priorities, establish a lightweight initiative view with an objective, owner, milestones, measures, applicable budget, dependencies, risks, decisions, and action items. Coordinate internal alignment presentations and working sessions, track follow-through, and keep leadership informed of progress and gaps.
The role enables alignment and momentum. The designated business or product owner remains accountable for delivery.
Operate across a global Consumer PC organization
The role is based with Consumer PC product leadership in Palo Alto and works across HP's global development and business ecosystem. Important collaborators may include HP product and engineering organizations, software and AI teams, Finance, Operations and Supply Chain, Shanghai and Greater China prototyping and development teams, ODM partners, silicon partners, software and platform partners, Marketing, Services, and Support.
Normalize inputs into common leadership reporting while allowing teams to continue using the systems that run their work. Build trusted relationships, obtain reliable inputs, resolve inconsistencies quickly, and coordinate executive materials across geographies and time zones.
Core deliverables
Executive presentation package: Recurring quarterly business and product reviews, operating reviews, product-performance reviews, budget reviews, roadmap and PLC reviews, initiative updates, and internal-alignment decks with coordinated inputs and a consistent narrative.
Consumer PC performance dashboard: A trusted view of agreed product and business KPIs, trends, plans, forecasts, targets, and notable exceptions.
Initiative and OKR scorecard: Current status, owner, milestones, key results, risks, actions, and decisions for major priorities.
Budget and forecast view: Plans, actuals, forecasts, variance drivers, major investment and spend items, and risks, developed in partnership with Finance.
Weekly VP product report: A concise summary of performance, changes, major milestones, at-risk items, and topics requiring leadership attention.
Action and decision follow-through: A current view of important commitments, owners, due dates, and unresolved leadership items.
Automation roadmap and delivered workflows: A prioritized roadmap and measurable delivery that frees teams from manual reporting and presentation-preparation work.
Initial 90-120 day priorities
1. Establish the Consumer PC single-pane-of-glass reporting model covering product performance, product and portfolio milestones, major initiatives, OKRs, risks, and key actions.
2. Partner with Finance to establish a repeatable view of plans, actuals, forecasts, and variances for the organization.
3. Build a weekly VP product update and standardized presentation templates for staff, operating, quarterly business and product, budget, portfolio, and initiative reviews.
4. Create a presentation calendar and input and review process with clear owners and deadlines for recurring executive forums.
5. Identify high-effort recurring reporting and deck-production tasks and implement the first automations for status collection, reminders, metric refresh, variance identification, and draft narrative generation.
Measures of success
Leadership trusts the product-performance, initiative, OKR, budget, and forecast reporting and can identify material exceptions quickly.
Product and business performance reporting clearly presents actuals, plans, forecasts, targets, trends, and relevant time periods.
Major initiatives and OKRs have current status, ownership, next milestones, and visible risks and actions.
Material budget and forecast variances surface early with clear drivers and accountable owners.
Quarterly business and product reviews, operating reviews, PLC forums, budget reviews, and staff presentations arrive on time with a consistent story and completed reconciliation.
Internal alignment presentations and initiative materials support timely agreement and follow-through across functions.
Automated workflows generate recurring data collection, reporting, and presentation content from authoritative systems.
Product managers and functional leaders can devote their time to product decisions, leadership, and execution.
Leadership-review actions and decisions are tracked reliably through closure.
Education and
