Portfolio Operations Lead

VIAVI Solutions

About The Position

VIAVI (NASDAQ: VIAV) is a global provider of network test, monitoring and assurance solutions for telecommunications, cloud, enterprises, first responders, military, aerospace, and railway. VIAVI is also a leader in light management technologies for 3D sensing, anti-counterfeiting, consumer electronics, industrial, automotive, government and aerospace applications. We are the people behind the products that help keep the world connected at home, school, work, at play, and everywhere in between. VIAVI employees are passionate about supporting customer success and we welcome people who bring their best every day to the company – to question, to collaborate and to push for solutions that will delight our customers. This role is responsible for establishing, standardizing, and scaling disciplined operating processes across two merging teams, ensuring consistent execution, transparency, and accountability across a combined product portfolio. The individual will leverage proven best-in-class processes from the OT team—particularly around sales interaction, customer request intake, prioritization, and roadmap execution—and adapt and scale them for HSE’s larger and more complex portfolio, including formal demand planning to anticipate, shape, and manage incoming demand. The role acts as a force multiplier between Product, Engineering, Sales, and Operations, ensuring that customer and revenue-driven inputs are converted into forecastable, prioritized, and executable deliverables.

Requirements

Bachelor’s degree in Engineering (or equivalent)
Minimum 10 years’ experience in product operations, portfolio management, or comparable process-driven roles
Strong expertise in product, portfolio, or program operations within a hardware, networking, or test & measurement environment
Deep understanding of demand planning, sales forecasting, and funnel management processes—including CRM pipeline interpretation and reconciliation to capacity planning
Experience driving operational governance frameworks, including intake, prioritization, and cross-functional decision forums
Demonstrated ability to standardize and scale processes across multiple teams with varying maturity levels
Experience working with Product, Engineering, Sales, and Operations organizations in a matrixed B2B environment
High proficiency with data-driven decision-making using tools such as Excel, Power BI, Tableau, or equivalent
Ability to translate qualitative demand signals (accounts, strategic initiatives, escalations) into quantitative forecasts
Familiarity with CRM (Salesforce), PLM, or portfolio management systems strongly preferred
Proven ability to influence without direct authority, driving alignment among senior cross-functional leaders
Strong executive‑ready communication skills—clear, concise, and able to simplify complex operational topics for decision-making
Track record of driving cross-organizational accountability through process rigor and visible metrics
Ability to coach teams transitioning from reactive to forecast-driven operating models
Exceptional organizational discipline and operational rigor
Ability to maintain a “single source of truth” mindset and enforce adherence across teams
Strong problem‑solving skills with a bias toward structured frameworks
Comfort working in fast‑paced, ambiguous environments while still enforcing process discipline

Nice To Haves

Prior experience integrating or operationalizing processes across merged or reorganizing teams
Familiarity with AOP planning, revenue operations, or financial modeling
Certification or formal training in portfolio management, operations management, or process improvement (e.g., PMP, Lean, Six Sigma)
Experience supporting global product teams and international sales organizations

Responsibilities

Drives operational discipline and best in class practices from the OT team and applies them to the HSE team
Covers portfolio governance, sales interaction workflows, customer request intake, demand planning, prioritization, and execution tracking
Operates horizontally across teams rather than owning a single product line
Focused on process, rigor, and outcomes—not people management
Revenue, Bookings & Funnel management for the businesses towards meeting AOP
Own AOP planning; maintain weekly funnel analysis and insight generation; apply OT standards and principles to HSE
Drive standardized format and cadence for OT & HSE SWAT calls; calls owned and driven by owners in OT and HSE
Drive standardized format and pipeline tracking for OT & HSE on weekly revenue calls; calls owned and driven by owners in OT and HSE
Drive OT processes to HSE so there is a consistent interface model between Sales and Product across both teams
Drive OT processes to HSE to ensure all sales and customer requests are captured in a standardized format, tagged with demand signals, and have clear ownership and disposition; product roadmaps and customer requests/delivery to owned by OT and HSE leaders
Define clear expectations and SLAs for request intake, evaluation, prioritization, and response
Eliminate ad-hoc, off-system requests and unmanaged commitments
Apply OT processes to HSE to establish a formal demand planning framework integrating sales pipeline data, strategic account needs, customer escalations and renewals, and market/partner-driven demand signals
Translate inbound demand into structured forecasts and capacity and prioritization inputs
Partner with Sales, Product, and Engineering leadership to align demand forecasts with delivery capacity and commitments with execution reality
Drive OT processes to HSE to establish a single source of truth for OT and HSE portfolio priorities, roadmaps, and in-flight initiatives; roadmap planning , execution and delivery owned by OT and HSE leaders
Ensure roadmap decisions are informed by market and customer input/demand and business impact, balancing short-term revenue needs with long-term strategy
Drive quarterly and monthly planning cadences that incorporate forward-looking demand signals
Convert approved initiatives into clearly defined deliverables, owners, timelines, and success criteria
Track delivery against set initiatives
Ensure consistent demand planning discipline for the OT and HSE teams
Align teams on prioritization using demand data as a common language
Coach teams through the shift from reactive intake to planned, forecast-driven execution
Drive the OT and HSE businesses to the Annual Operating Plan (AOP)
Consistent execution discipline across the merged organization
Improved predictability of roadmap and delivery outcomes
Better alignment between sales forecasts and product capacity