Steve Keeley

Mentor and Leadership Coach

I mentor people stepping into management for the first time, managers learning to coach their own teams and candidates preparing for operations and program management interviews.

Product Operations Manager

Business Problem - Need end to end ownership of account takeovers, aligning product and engineering to build processes and fixes that drive down account takeover frequency. Also, Operations teams internal products are inefficient and don’t drive productivity. How I fixed it - Identified and helped build 20+ product fixes, built workflow for takeovers and drove down takeover frequency by 80%. Identified, scoped and drove product changes that improved AHT by 22%. • Trust & Safety Program Management - Owned the Account Takeover program end to end, aligning Product, Engineering, Operations, GSO and PIR on strategy and execution. • Strategic Innovation - Scoped and drove a UI redesign that improved handle time 22% globally, worth $1.2M+ in annual savings. • Incident Response - Built rapid response processes that cleared a quadrupled backlog within four days of a high risk event using automation. • Product Fixes & Impact - Identified and helped build 20+ product fixes that drove down account takeover frequency by 80%.

Engineering Program Manager

• Executive Leadership - Owned SEVs (severe events) and facilitated executive-level communications, driving alignment on program status and critical decisions for resolution and remediation. • Strategic Coordination - Coordinated cross-functional engineering initiatives, aligning program dependencies to support infrastructure scalability across multiple teams. • Performance Management - Consolidated program metrics, risks, and executive updates for streamlined decision-making and enhanced organizational visibility. • Stakeholder Alignment - Managed critical communication pathways between engineering teams and executive leadership during high-impact operational events.

Program Manager III

• Process Improvement - Led support, policy, and help page improvements based on analyzing metrics and identifying opportunities, Improving AHT by 8% org-wide and help center resolution by 5%. • Data Analytics - Developed performance dashboards and KPIs for leadership tracking and prioritization across multiple operational streams. • Executive Influence - Drove executive communication, presenting program outcomes and influencing stakeholders at VP and Director levels. • Strategic Analysis - Identified and implemented data-driven solutions that enhanced operational efficiency and customer experience metrics.

Director, Global Operations and Support

Business Problem - Need operations leadership and ownership. Need overall ownership of process, development of new processes and executive reporting and influence with VP and CSO for new workflows and scaling. How I fixed it - Built the executive reporting structure, RCA and risk frameworks, and drove cross-functional initiatives that improved efficiency and safety across distributed teams. • Operating Cadence Built From Scratch - Designed and rolled out post-COVID operating cadence (from on-call model to scheduled days to full RTO), balancing volume requirements with workforce constraints; client (Meta) asked other teams to adopt it as their standard. • Executive Reporting Structure - Built the executive reporting framework for global operations, partnering with VP and CSO on planning, prioritization and remediation across US East, US West, EMEA & APAC. • Team Leadership - Led and developed a team of Program Managers and regional operations managers across US East, US West, EMEA and APAC, setting performance expectations and driving accountability across distributed teams. • Strategic Planning & Calendar - Partnered with senior leadership on OKRs, planning calendar, headcount planning and process improvement, translating priorities into structured execution across distributed teams and vendor partners. • Process Improvement Outcomes - Resolved 78% of identified process weaknesses through scalable improvements and replicated frameworks globally, reducing repeat risk and strengthening audit readiness.

Global Senior Manager, Channel Operations

Senior Business Operations Manager | Technology & Process Optimization

Business Problem: Need overall ownership of business operations. Need someone to help build OKRs, KPIs, and drive overall business improvements. Need someone to pair with leadership to turn exec strategy into execution. How I fixed it: Built the OKR and KPI framework, overhauled delivery processes and stood up a Program Management function from a pilot. • OKR & KPI Framework: Built the company’s OKR strategy and KPI framework from scratch, partnering with leadership to translate executive priorities into tracked execution across Product, Engineering, Content and Operations. • Pilot to Program: Identified gaps in delivery handoffs, built a Program Management pilot tracking timelines, spend and stakeholders, then used pilot results (18% on-time delivery improvement) to get executive approval for new headcount, scoped the role and hired the Program Manager. • Cross-Functional Operating Rhythm: Established operating rhythm across Product, Engineering, Content and Operations to improve handoffs, ownership and follow-through on customer delivery workflows. • Resource & Vendor Planning: Owned headcount planning, workforce cap

Service Manager, Delivery Operations Lead

Business Problem: Need to fix an at-risk client relationship, prove the worth of our company as a vendor, ideally scale the team, fix a negative culture and improve overall project effectiveness. How I fixed it: Determined 20+ issues and broke into projects, drove each in lockstep with Facebook leadership, lifted the culture metric 42% through transparency and “tell me what sucks” sessions. Success that led to tripled project size. • Content Integrity Leadership: Led content moderation and enforcement operations for Facebook and Twitter at scale, applying industry standard review frameworks, quality controls and escalation paths across APAC, EMEA and US teams. • Team Scaling: Leading global Trust & Safety operations for Facebook and Twitter, scaling teams from 8 to 150+ and 150 to 450+ contingent staff and FTE managers globally in high-urgency, risk-sensitive environments. • Process Standardization: Developing and implementing standardized workflows, escalation paths and quality review processes across global vendor sites, improving operational processes and service delivery. • Client Relationship Management: Aligning with clients (Twitter then Facebook) on areas of opportunity then driving impactful changes that resulted in dramatic improvement in client relationships.

Manager, Operations, Support & Training

Manager, Operations, Support and Training • Workflow Optimization: Identifying opportunities to align agents with specific workflows and specialization to their expertise, reducing FRT by 10%, improving CSAT by 12% and AHT by 14%.