The Operational Backbone: Process Definition Across Org

In any fast-moving organization, execution can easily become fragmented. Justo Global is nowhere an exemption, priorities emerge to Product from multiple fronts — business growth, customer expectations, tech constraints, and brand positioning. To manage this inflow, our Operations team plays the central role of defining, aligning, and driving the organizational process end-to-end — not just within delivery teams, but across the full spectrum of functions. 

Here’s how we’ve structured our approach. 

1. Anchoring to Business & Product Goals, and Customer Deliverables 

Every Quarter (or by Release Plan) we begin with Brainstorming. Our Business and Product teams come together to define key outcomes: What features will create differentiation? What deliverables are critical to user satisfaction? 

Operations start by capturing these directional goals and translating them into a structured intake. We align them against three pillars: 

• Strategic Product Priorities (from Business & Product) 

• Committed Customer Deliverables (from Customer Success) 

• Market Outreach Goals (from Sales and Marketing) 

This gives us a single source of aligned intent before execution begins. 

 2. Organization-Wide Planning Through Program Management 

Once the goals are clearly outlined, Operations lead the transition from ideas to execution-ready plans. This phase isn’t just about creating a roadmap — it’s about breaking down siloed initiatives and combining them into cohesive programs. 

We run cross-functional planning sessions where Product, Customer Success, Outreach, Media, and Tech present their initiatives. Operations stitches these into a master roadmap, assigning shared timelines, highlighting dependencies, and setting up success criteria. 

This ensures that product launches, customer onboarding goals, brand campaigns, and tech improvements don’t compete — they complement each other. 

 3. Execution via Sprint Cadence, Resource Allocation & Project Management 

Execution is where most teams diverge — and where Operations must bring convergence. 

We align initiatives into sprint cycles or execution phases. Resources are mapped not just within departments, but across them: 

• Is Tech capacity aligned with product goals? 

• Can Media teams support brand launches in the same timeframe? 

• Does Customer Success have the bandwidth to deliver onboarding? 

Operations sets up centralized tracking (using Jira, Notion, or Asana) and ensures every stream is measurable, staffed, and sprint-ready. We also bring in program/project managers where needed to own outcomes. 

 4. Governance & Reporting Across Cross-Functional Streams 

With multiple functions executing in parallel, the role of governance becomes critical. Operations facilitate: 

• Weekly cross-functional check-ins 

• Mid-phase reporting and performance review 

• Issue and blocker escalation processes 

Consolidation of status updates across functions — feature readiness from Product/Tech, campaign impact from Media, customer milestones from CS — and drive unified reporting to leadership. This birds-eye view helps leadership make faster decisions with fewer surprises. 

 5. Retrospectives and Course Correction 

Retrospectives - a core operational pillar. 

At the end of every quarter or major initiative, Operations conducts structured retrospectives — not just within teams, but across them. We analyze what slowed execution, where inter-team conflicts arose, and what process changes are needed. 

These learnings feed into updated SOPs, improved cadences, and more thoughtful planning in the next cycle. More importantly, missed deadlines make way for revised Goals and informed revisions in planner 

 A Cohesive Engine Behind Every Team 

Every function has its mission: 

• Business and Product prioritize features and outcomes. 

• Customer Success safeguards deliverables and satisfaction. 

• Outreach and Sales chase growth goals. 

• Media and Brand amplify our story to the world. 

• Tech brings it all to life. 

But without a central engine, efforts had been getting fragmented. That’s where our Operations team comes in — to define, connect, and drive the process behind the organization’s actions. 

The result? Cohesive execution, strategic alignment, and a team that runs not in silos — but in sync. 

 If you’re building or have built Ops function or want to bring structure to cross-functional sync, Iwe would love to exchange notes. Let’s connect. 

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