2025年产品运营行业状况报告-

Stateof

ProductOps

Report

2025

Createdby:Inpartnershipwith:

prdcted

Ance

product-LedAlliance

+◆productboard

StateofProductOps

Report2025

Contents

3

12

25

36

45

52

57

63

Part1-Whotookpart

andresponsibilities

Part2-Thestructureofproductopsin2025Part3-Roles

productops

Part4-Collaborationandeffectiveness

Part5-Challengesandpainpoints

Part6-Thefutureof

Part7-Tools,technologies,andopportunities

Part8-Conclusion

2

Report2025StateofProductOps

Introduction

product-LedAlliance

+◆productboard

WelcometothefourtheditionoftheStateofProductOpsreport.Afteraone-yearhiatus,

we’rebackwithanothercomprehensivelookatthestateofproductoperations,poweredbyinsightsfromover50productopspractitioners–whoareonthefrontlinesofthisevolving,andoftenmisunderstood,businessfunction.

Sowhyhavewedecidedtorevisitthestateofproductoperations?Well,it’ssimple.

Productopsisnolongeranembryonicbusinessfunction.It’snowestablishedandverymuch

heretostay.Withinscaledproductorganizations,it’stheconnectivetissueacrossproduct,

engineering,customersuccess,andleadership.Andasorganizationsgrow,productopsisthelensthroughwhichinefficiencies,misalignments,andblockersareidentifiedandaddressed.

Withthisinmind,we’vechangedtackinthisyear’sreport.Wherepreviouseditionshave

3

askedwhetherproductopsistrulynecessary,our2025researchtakesthatasread.Instead,itfocusesonthechallengesand(many)opportunitiesfacedbypractitionersinthespace–andaskswhatthefunctionwilllooklikeoverafive-yearhorizon.

prdctedAnce

+

Report2025|StateofProductOpsReport

Here’satasteof

what,sinside:

19%ofcentralizedfunctionshaveestablisheddedicatedliaisonsforcross-departmentalcollaboration

Alackofclarityaroundrolesandresponsibilitiesistheno.1challengefacedbyproductopsteams

Three-quartersofdedicatedproductopsteamsworkinacentralizedcapacity–andalmosthalfreport

directlytotheChiefProductOfficer

AlmosthalfofproductoperationsprofessionalssaythefunctionisevolvingwithAIandautomation

Only20%ofteamsexperiencedheadcountgrowthinthelastyear

Whileproductopsplaysagrowingroleinscaling

organizations,1in5teamsstilllackanyformalwaytomeasureitseffectiveness

Just7%ofpractitionersareleveraginghighlevelsofautomationintheirwork

4

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Aboutoursponsor

Productboard

Today’sproductteamsareexpectedtodeliverwithspeed,clarity,andalignmentacrossanincreasinglycomplexproductlandscape.

Theyneedtobalancecustomerneeds,stakeholderinput,andstrategicgoals—withoutgetting

boggeddowninspreadsheets,disjointedtools,orinefficientprocesses.Productboard’sproduct

managementplatformispurpose-builttohelpteamsprioritizewhattobuildnext,aligneveryonearoundtheroadmap,anddeliverproductsthattrulymatter.WithAI-poweredcustomerfeedbackanalysis,interactiveroadmapsforallyourstakeholders,strategicprioritization,andprogress&risktracking,Productboardturnsproductopsintoastrategicforcemultiplier.

Theworld’smostforward-thinkingcompanies—includingSalesforce,Autodesk,VMware,OneMedical,Zoom,andUiPath—relyonProductboardtobringclarityandconfidencetotheirproductdecisions.

That’swhyProductboardisproudtosponsorProduct-LedAlliance’sStateofProductOps2025report.Together,we’reuncoveringwhat’sdrivingthenextwaveofproductexcellence.

◆productboard

5

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Foreword

Productoperationshasshiftedfromanemergingfunctiontoacorepartofmanyproductorganizations.Intheearlydays,thefocuswasondefiningtheroleanddemonstratingits

necessity.Now,withariseindedicatedproductopsteamsandmanymoreorganizationsembracingthefunction,thechallengeisnolongerprovingitsvalue—it’sfullyembeddingproductopsintocross-functionaldecision-making.Asthisreportwillshow,productopsisuniquelypositionedtodriveorganizationalefficiency,alignteams,andenhancevisibility

intoproductperformance.However,gapsremain,fromautomationstillbeingunderutilizedtolimitedclarityinrolesandresponsibilities.

Lookingahead,theopportunityisclear.Productopshasthepotentialtogobeyond

processoptimizationandbecometheinternalcustomerchampionandastrategicdriverofbusinessoutcomes.Thepathforwardinvolvesleveragingnewtechnologiesforworkflowautomation,deepeningcross-functionalalignment,enhancingcustomerfeedbackloops,and,mostimportantly,makingsenseofvastamountsofdatawithAItoensureproduct

decisionsaretightlyconnectedtocustomerneedsandmarketdemands.Withtheright

leadershipsupportandinvestment,productopscancontinuetoevolveintoafunctionthatnotonlystreamlinesexecutionbutalsoshapestheproductstrategyitself.

ChristianMarek,

VPofProductatProductboard

◆productboard

6

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Meetour

contributors

GrahamReed,

HeadofProductOperationsatHeliosXandhostoftheProductOpsChroniclesPodcast

Helios

Aerospike

TopherFox,

DirectorofProductOperationsatAerospike

ClareHawthorne,

KeynoteSpeaker,Advisor,andformerHeadofEngineering&ProductOperationsatOscarHealth

GitHub

ChrisButler,

ProductOperationsManageratGithub

7

prdctedAnce

+

Report2025|StateofProductOpsReport

Part1

Whotookpart

Forthisyear’sreport,wespoketoproductopsprofessionalsfromarangeofindustries

andlocations.Oursurveycapturedrevealinginsightsfrompractitionersoperatingwithinamultitudeofcorporateenvironments–andwithvariedchallengesandpriorities.

Beforejumpingintotheanalysis,let’sfirstlytakealookatwhereourrespondentsarelocated,andtheindustriestheyworkin.

8

product-LedAlliance

+◆productboard

Report2025StateofProductOps

ProductOpsaroundtheworld

OverhalfofourrespondentswerelocatedintheUnitedStates(59%),withafurther13%basedintheUnitedKingdom.

ThispointstotheUScontinueddominanceofthetechindustry,anditsroleasthegloballeaderinproductinnovation.Asthehomeofmajortechhubs,likeSiliconValley,NewYork,Boston,andAustin,theUnitedStateshasbeenatthecenteroftheriseoftheproduct-ledgrowth(PLG)modeland,

consequently,hasemergedasthecradleoftheproductopsfunction.

Similarly,theprominenceofrespondentsfromtheUKisunsurprising.Londonspositionasaglobaltechleaderinthefintech,SaaS,andecommerceindustrieshasseenitmirrororganizationaltrendsestablishedintheUS.Asaresult,thishasfueledademandforproductopsprofessionals

tostreamlineprocesses,optimizedata,anddrivecross-functionalcollaboration.

Country

%ofrespondents

UnitedStates

59%

UnitedKingdom

13%

Netherlands

7%

France

4%

Germany

4%

Norway

3%

Belgium

2%

India

2%

RepublicofIreland

2%

Malaysia

1%

3%

Other

9

Whotookpart

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Whotookpart

ProductOpswithintheUnitedStates

GiventheoutsizedinfluenceoftheAmericantechspaceontheproductopsfunction,itsimportanttotakeacloserlookatthegeographicaldistributionofUS-basedpractitioners.

Massachusetts

8%

NewYork

17%

Other

22%

Washington

8%Minnesota

4%

Maryland

3%

Colorado

4%

California

9%

Georgia

3%

Texas

13%

Illinois

9%

10

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Whotookpart

Industry

Themakeupofrespondentsbyindustrypointstotworevealingtrends.Thefirstisthatproductoperationsismostprevalentincomplex,highlyregulated,anddata-drivenindustries,likefinancialservices

(comprisingaquarterofrespondents).Thesesectorsrelyheavilyoncompliance,riskmanagement,anddata-drivendecision-making,placingapremiumonstreamlinedoperationsandstructuredprocesses.Theprominenceofhealthcare(at13%)canbeexplainedbyasimilarsetoffactors.

Equallyrevealingisthesignificantpresenceofhospitality,leisure,andtravel(12%)anddata

infrastructure&telecoms(12%),highlightingtheimportanceofproductopsinindustriesthatdependonlarge-scaledigitalplatformsandcustomerexperienceoptimization.

Datainfrastructure&telecoms

12%

Transportandlogistics

2%

Professionalservices

8%

Healthcare

13%

Financialservices

25%

Education

4%

Retail/

eCommerce

Mediaand

creativeindustries

4%

3%

Hospitality,leisure,andtravel

11

12%

prdctedAnce

+

Report2025|StateofProductOpsReport

Part2

Thestructureof

productopsteams

12

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Doesyourorganizationhaveanestablishedproductopsfunction?

Webeganbyexploringtheextenttowhichcompanieshaveestablishedandmaintainedproductopsfunctions(broadlydefined).Thegoalwastounderstandwhetherthere’dbeenanincreaseordeclineintheprominenceofoperationsfunctionssincethelasttimewesurveyedpractitionersin2023.

Yes

91%

Yes

96%

No

.9%

No

4%

“Adedicatedproductoperationsfunction(inabusinessofanysizeandmaturity)allowsproductmanagersandleaderstoreducetheircognitiveloadaroundhowproductteams

function.Withoutaproductoperationsfunction,allofyourproductmanagersandleadersnowhaveanadditionalproductthattheytakecareof:theproductoperatingmodelof

thatorganization.”

TopherFox,

DirectorofProductOperationsatAerospike

Aerospike

13

Thestructureofproductopsteams

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

“Thisisaclassicgrowingpainforhybridorenablingfunctions.Productopssitsatthe

intersectionofstrategy,execution,andcoordination,whichmeansitoftenoverlapswithotherfunctions—orinheritstheirgaps.Onecommonanti-patterniswhenproductopsover-indexesoncoordination,whichcanstarttoblurthelineswithprojectorprogrammanagement.Thedistinctionliesinintention:coordinationisoftenaboutriskreduction,whilecollaborationisaboutdrivinginnovation.Productopsthriveswhenitemphasizescollaborativesystemsthatsupportinnovation,notjustexecution.

Thekeytoavoidingconfusionisproactivecommunicationandstrongrelationships.

Ifyou’redoinggoodworkbutnooneknowswhereyoufit,theproblemisn’tjustyourscope—it’syourstory.Makethevaluelegible,andtherolewillfollow.”

ClareHawthorne,

ProductOperationsandEngineeringLeader

14

product-LedAlliance

+◆productboard

Report2025StateofProductOps

◆productboard

Thestructureofproductopsteams

ProductboardPerspective:

Themomentumbehindproductoperationscontinues—andforgoodreason.AsClaire

notes,itsitsattheintersectionofstrategy,execution,andcoordination,makingthefunctionessentialforbuildingexcellentproducts.AtProductboard,webelieveproductexcellence

comesdowntothreethings:

•Deepuserinsight:Teamsunderstandwhatuserstrulyneed—andwhy.

•Clearproductstrategy:Everyoneisalignedonwhatmattersmost.

•Acoherentroadmap:Theorganizationisunitedaroundasharedproductvision.

Productopshelpsmakethispossiblebyscalinginsights,aligningteams,andkeeping

roadmapsconnectedtostrategy.Inaworldofgrowingcomplexity,productopsisthesteadyforcethatkeepsteamsfocused,fast,andcustomer-driven.

Nowthatthefunctionhasreachedasteadyestablishmentphase,weexpecttoseearapidexpansion.

15

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Productopsteamstructures

Next,weaskedrespondentstooutlinehowtheirproductopsfunctioniscurrentlystructured,providingfourclearcategoriesasoptions:(1)Dedicatedproductopsteams,(2)dedicatedindividuals,(3)productopsasasharedresponsibility,and(4)noproductopsfunction.

GlobalaverageUnitedStatesaverage

Currentstructure

47%

45%

4%

4%

52%

44%

0%

4%

DedicatedopsteamAsingleindividualNoopsfunction

Productopsasasharedresponsibilityacrossmultipleroles

ThatoverhalfofUSorganizationssurveyedhaveestablisheddedicatedopsteams

(comprisingmultiplemembers)suggeststhatAmericancompaniesare,atleasttosomeextent,aheadoftheirglobalcounterpartsinformalizingandscalingthefunction.

Thisalignswithbroaderindustrytrends,asUS-basedcompanies(particularlyinthetechandSaaSspaces)havebeenearlyadoptersofproductops,oftenintegratingthefunctioninto

theirgrowthstrategiesastheyscale.

16

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Businessesdonotneedproductopspeople,buttheydoneedtofocustheirtimeandenergyonproductops-thoughoftenthistranslatesintodedicatedpeopleorportionsofotherstaffstime.Establishingthatformalfunctioncreatesanofficeforproblem

solvinginternally,drivingallcommunicationsandcollaborationstandards,datausage,improvement,efficiency,andalltheothercoretenantsofproductops.

GrahamReed,

HeadofProductOperationsatHeliosXGroup

Helios

17

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Productopsfunctionstructuresbyindustry

Industry

FinancialServices

Healthcare

Hospitality,Leisure,andTravel

46%

4%

Data,infrastructure,telecoms

50%

0%

ProfessionalServices

20%

0%

%ofcompanieswitha

dedicatedproductops

team(comprisingmultiplemembers)

44%80%

46%

50%

80%

%ofcompanieswithadedicatedproductopsindividual

44%20%

%ofcompanieswith

productopsasasharedresponsibility

12%0%

18

Thestructureofproductopsteams

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Howdodedicatedproductopsfunctionsoperate?

Giventheprominenceofformalopsteamscomprisingmultiplemembers(particularlyin

industrieslikehealthcareandprofessionalservices)wewantedtopaycloserattentiontohowtheseteamsoperateinpractice.

Todothis,weaskedrespondentstooutlinewhethertheirfunctionwascentralized(i.e.workingacrossallproductteams),ordecentralized(i.e.embeddedwithinspecificproductteams).

Operatingarrangement

Dedicatedteams

Dedicatedindividuals

Centralized

76%

85%

Decentralized

0%

5%

Hybrid

24%

0%

Noformalarrangement

0%

9%

Forbothindividualsandteams,centralizationisthedominantoperatingmodel,reflectingadesireforconsistency,visibility,andefficiencyatscale–particularlyinregulatedor

operationallyintensiveenvironments.Intriguingly,hybridmodelsappeartobeemerginginmoreestablishedorganizations(withlargerproductopsfunctions).

19

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Althoughcentralizationisbyfarthemostprominentmodel,ithasitsdrawbacksaswellasitsadvantages.GrahamReedandClareHawthorneexplain:

“Thiscentralwayofworkingprovidesaholisticviewtostandardiseanddrive

interoperabilityforallteams,andthinkmoreabouthowbusinessesseetheproduct

division-asone,notasetofteams.Silosarefareasiertobreakdownfromtheoutsideandbestpractisescanbesharedeasily.”

GrahamReed,

HeadofProductOperationsatHeliosXGroup

Helios

“Centralizationcomeswitharisk:tobeeffective,ProductOpsmustactivelyseekfeedbackfromtheirusersandstakeholders—justlikeanygoodproductfunctionwould.Embeddedteamsnaturallystayclosertotheirusers,makingfeedbackloopseasier.Inacentralizedmodel,it’scriticaltotakeextrastepstoavoidbuildinginanivorytower.”

ClareHawthorne,

ProductOperationsandEngineeringLeader

20

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Productopsreportinglines

Thestructure

ofproductopsteams

48%

Dedicatedteams

38%

Dedicatedindividuals

29%

29%

24%

24%

9%

0%

ChiefProductOfficerHead/Director/VPChiefOperatingOther

ProductManagementOfficer

Encouragingly,almosthalfofproductopsteamsreportintothemostseniorproductleader

oftentheChiefProductOfficer(CPO)ortheHead,VP,orDirectorofProductsignalinggrowingrecognitionofthefunctionasastrategicenablercloselyalignedwithtop-levelpriorities.Titlesmayvarydependingoncompanysizeandstructure,butthetrendisclear:ProductOpsis

increasinglyembeddedwithinthehighestlevelsofproductleadership.

Eveninleanerorganizationswithjustasingleproductopsindividual,acumulative67%reportdirectlytoproductleadership.Thissuggeststhat,regardlessofscale,companiesseevalueintightlyintegratingproductopswiththecoreproductdecision-makingfunction.

However,whatsparticularlystrikinginthedataisthehighpercentageofproductopsfunctionsreportingintorolesoutsideofproduct.TheseincluderoleslikeChiefTechnologyOfficer,VPof

Engineering,andHeadofInfrastructure.Thisambiguitysuggeststhatproductopseitherstill

lacksaconsistenthomeinsomeorganizations,orisseenasahighlycross-functionalrolethattouchesarangeofdepartmentsoutsideofproduct.

21

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Thegrowthofproductopsteams

Productoperationsteamshaveremainedrelativelystableoverthepastyear,with62%ofrespondentsreportingnochangeinteamsize.

Growthisstilloccurring,however.Afifthoforganizationsreportedanincreaseinproductopsheadcount,with11%seeinggrowthofover50%.

Afurther19%oforganizationshaveexperiencedadeclineinheadcount.However,only2%ofbusinessessurveyedreportedasubstantial(+50%)reductioninteamsize.

Stayedthe

same

Decreased(<50%)

Increased(>50%)

11%9%16%2%

62%

Decreased(>50%)

Increased(<50%)

22

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

“Headcountshavedroppedintech,andwhereProductOpshassurvived,itisbeingtaskedwithenablingteamstodomorewithless,andsothemselvestheyareaskedtodomore

withoutinvestment.Theconcernwillbeifbusinessesbeginrapidgrowthagain(whichwehaveslowlystartedtoseeinthepast6months),thatProductOpsdoesnotscalewithit,andduetothesheervolumeofwork,theapparenteffectivenessofProductOpsdrops.”

GrahamReed,

HeadofProductOperationsatHeliosXGroup

Helios

“Manyorganizationsstillseeproductopsasa“nice-to-have”ratherthanacore

function,especiallyduringtightereconomiccycles.Whenresourcesareconstrained,

rolesthatsitbetweenfunctionsoftengetdeprioritized—ironically,justwhenclarityandcoordinationareneededmost.Ialsothinkmanycompanieshaven’tyetfiguredout

howtomeasureorcommunicatetheROIofproductops,whichmakesitaneasytargetduringheadcountreviews.”

ChrisButler,

ProductOperationsManageratGithub

GitHub

23

product-LedAlliance

+◆productboard

Report2025StateofProductOps

Thestructureofproductopsteams

Functiongrowthbyindustry

Whenwelookatfunctiongrowthbyindustry,wecanseesignificantvariations.

Respondentsfromdatainfrastructure&telecomsandprofessionalservicesfirmsreportedthestrongestgrowth,likelyreflectingtheincreasingrelianceondata-drivendecision-makingandoperationalefficiencyintheseindustries.

Financialservicesandhealthcare,ontheotherhand,presentamoremixedpicture,with

bothexpansionandcontractionoccurringoverthelast12months.Infinance,athirdof

Hospitality,

Leisure,travel

Data,

infrastructure,telecoms

Professionalservices

80%

50%

60%

0%

50%

40%

20%

0%

0%

organizationsreducedtheirheadcount,perhapsduetoeconomicpressuresorrestructuring,whilehealthcaresawboth20%growthand40%reductions,indicatinguneveninvestment.

Financial

services

Healthcare

Stayedthesame

55%

40%

Increased

12%

20%

Decreased

33%

40%

24

prdctedAnce

+

Report2025|StateofProductOpsReport

Part3

Responsibilities

25

Report2025StateofProductOps

Responsibilities

product-LedAlliance

+◆productboard

Whataretheprimaryresponsibilitiesofproductopsfunctions?

Togainaricherunderstandingofthenatureofproductoperationsin2025,weprovided

respondentswithanumberofresponsibilitiestypicallyassociatedwiththerole,andaskedthemtoselectthosetheyconsideredtobeaprimaryresponsibilityoftheirfunction.Respondentswereabletoselectmultipleoptions.

%ofrespondentswhoconsideritbetoacoreresponsibilityoftheirproductopsfunction

Cross-functionalalignmentandcollaboration

Processoptimizationandworkflowmanagement

Toolandplatformadministration(e.g.,Jira,Aha!,ClickUp)

Customerfeedbackaggregationandprioritization

Onboardingandenablementforproductteams

Productdataandanalyticsreporting

93%

90%

81%

58%

53%

47%

Theresponsespointtoaclearconsensusonseveralresponsibilities,andadivergenceofopiniononothers.

Unsurprisingly,cross-functionalalignmentandprocessoptimizationachievednear-unanimityascoreresponsibilitiesofproductops.Thisalignsneatlywiththefunctionsfoundational

.

26

mandateofensuringproductteamsoperateefficiently,collaborateeffectively,andworktoreducefrictioninworkflows

Report2025StateofProductOps

Responsibilities

product-LedAlliance

+◆productboard

Similarly,81%viewtoolandplatformadministrationasacoreresponsibility,reinforcingthe

ideathatproductopsplaysavitalroleinmanagingtheinfrastructurethatsupportsseamlessproductdevelopment.

However,thedataalsosuggeststhatthelinkbetweenproductopsandotherresponsibilitiesislessclear.Customerfeedbackaggregation(58%)andonboarding/enablementforproductteams(53%)havemixedadoption,likelydependingoncompanystructureandsize.

Evenmorestrikingly,lessthanhalf(47%)considerproductdataandanalyticsreportingacorefunctionofProductOps,despitethefunctionsemphasisondata-drivendecision-making.ThislikelyindicatesthatinmanyorganizationsparticularlylargeonesdataresponsibilitiesareownedbydedicatedanalyticsteamsratherthanProductOps.

27

Report2025StateofProductOps

Responsibilities

product-LedAlliance

+◆productboard

Whatarethekeyfocusesforsoloproductopsfunctions?

%ofsoloproductopspractitionerswhoconsiderittobeacoreresponsibility

Cross-functionalalignmentandcollaboration

Processoptimizationandworkflowmanagement

Toolandplatformadministration(e.g.,Jira,Aha!,ClickUp)

Customerfeedbackaggregationandprioritization

Onboardingandenablementforproductteams

Productdataandanalyticsreporting

86%

82%

74%

52%

50%

41%

Whenisolatingsoloproductopspractitioners,weseeverylittlechangeintheoveralltrends.Amongbothteamandsolofunctions,there’sastrongconsensusthatcross-functionalalignment(86%)

andprocessoptimization(82%)arecoreresponsibilities.

Interestingly,thedropinownershipofresponsibilitieslikecustomerfeedbackaggregation(52%),onboarding(50%),andespeciallyproductdataandanalyticsreporting(41%)suggeststhatsolopractitionersoftenhavetoprioritizehigh-impact,cross-teaminitiativesandmaydelegateor

28

deprioritizeresponsibilitiesthatrequiredeepspecializationorsignificanttimeinvestment.

Report2025|StateofProductOpsReport

product-LedAlliance

+◆productboard

Whatotherresponsibilitiesareproductopsfunctionstakingon?

“Quarterlyplanning,MBR&QBRreporting”

“ITGovernance,PMO,Budget&VendorManagement”

“Productdocumentation,releasemanagement”

“GTM,ProjectManagement,andProgramManagement”

“Pricingpolicy”

“UserResearch”

“CapEx,Governance&ITInternalControls,Hackathons”

“Documentationandinternalcommunications”

“Roadmapplanning&AnnualPlanningalignment”

29

“ProductStrategy.LeadingtheProductandProductDesignTeams”

“Devopsandreleaseplanning”

“Roadmapplanning&AnnualPlann