Product Operations is one of the most misunderstood roles in product teams today. Many people confuse it with process management, governance, or a layer of control. None of these fully capture what Product Operations truly is. At its core, Product Operations exists to protect people from chaotic systems and to create clarity in how work flows across an organization. When Product Operations is missing or weak, teams quickly feel the strain. Product managers juggle too many tas

High performers often leave teams not because they dislike hard work, but because they want to avoid unnecessary friction. This friction can take many forms: unclear priorities, indecisive leadership, unresolved incompetence, and a gradual decline in standards as others rely too heavily on one person. These challenges create a work environment that drains motivation and energy, pushing even the most dedicated individuals to seek better conditions elsewhere. This post explores

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