Walks on West Cliff
A Seat at the Table: Why Operations Belongs in Product Development from Day One
Featuring: Clarence Worthington, Former VP of Operations at Roku
During a breezy walk along West Cliff, Clarence and I discussed a challenge we’ve both seen throughout our careers in hardware product development: Operations is often brought into the process too late.
Great hardware products come from Engineering and Operations working side by side:
- Engineering: Focuses on product requirements, design, and validation.
- Operations: Focuses on sourcing, manufacturability, cost, quality, and scalability.
Better business decisions happen when both disciplines are at the table from day one. When they aren’t, the gaps surface during the production ramp when engineering changes are costly and schedule slips carry real market consequences.
The Power of Concurrent Engineering
Early-stage tech hardware startups naturally center on engineering talent, who traditionally lead NPDI efforts. The key opportunity isn’t changing how engineers work, but widening the lens to bring Operations and Supply Chain in as development partners from the start, eliminating the traditional “over the wall” handoff.
Concurrent Engineering is standard practice for established companies building at scale, but often overlooked in startups.
Clarence highlights how this partnership thrives under two clear, complementary program leads:
- Technical Program Manager (TPM): Drives product development, cross-functional coordination, and schedule execution.
- Operations Program Manager (OPM): Drives supply base development, manufacturing operations, cost targets, and production readiness.
The two run in parallel throughout the NPDI process. Technical leadership guides initial product design, while operational leadership steps up as the focus shifts toward manufacturing process development and production ramp.
What happens when Operations has a seat early?
- Design Flexibility: Cost, sourcing, and manufacturability shape decisions while trade-offs are still painless to make.
- Built-in Quality: Product reliability and yields are designed in up front.
- Margin Realization: Manufacturing and cost efficiencies are captured at volume launch.
Engineering and Operations are most effective when they start early and collaborate throughout the NPDI process.
So, it’s worth asking – How is your team balancing technical and operational priorities in early-stage development? When does Operations get a seat at your table?