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I often find myself lying in bed, phone in hand, scrolling through Slack messages long after the day has ended. The glow of the screen feels like a tether, pulling me back into work even when I want to rest. I cancel plans with friends because a project deadline looms or because I feel guilty about not being “on” enough. If this sounds familiar, you’re not alone. Many of us in product, design and tech live with this constant pressure to perform, to be available, to push harde

Every product person and operator I know has been there: the late nights, the urgent escalations, the feeling that if you don’t step up and save the day, everything will fall apart. This “heroic effort” culture is so common in product work that many of us accept it as normal. But it’s not sustainable. I’m Roderick Glynn, founder of Product Operations Hub, and I want to share why this pattern wears us down, the hidden costs it carries, and what we can do to break free. Why Her

Teams face increasing pressure to cut costs. Yet relying on spreadsheets alone will not clear operational debt or solve inefficiencies. At the Product Operations Hub, we take a different approach. We start with system design, mapping services end to end to reveal duplicated work, unclear ownership and slow hand-offs. By connecting ResearchOps and DesignOps with ProductOps, decisions move faster, surprises shrink and releases become cleaner. This post explores how service desi

I have seen the same problems play out time and again across product teams: endless escalations, unclear ownership, and a constant scramble to juggle priorities that all seem urgent. Teams get stuck in cycles of rework, and the pressure to deliver quickly often leads to burnout. At first, I thought better tools would solve these issues. But after years of experience, I realised the real challenge was not the tools themselves but how teams operate—their processes, communicatio