Creating order out of chaos is the key to scaling success. 

I’m Sam, Program Manager at Pinterest, and my journey through project and program management has taught me the value of building processes that empower teams to thrive. 

From helping teams grow to implementing scalable workflows, I’ve seen how a structured approach transforms disarray into cohesion. 

In this article, I’ll share the strategies and practical steps that I’ve developed for building, scaling, and supporting workflows—steps that have proven essential for fostering collaboration, improving launch readiness, and driving operational efficiency. 

Whether you’re just starting out or looking to refine your processes, these insights will help you create a foundation for lasting success.

My journey to building operational workflows at Pinterest

When I joined Pinterest three years ago, I started out as a product operations manager. Our team was small but mighty, and we worked hard to support the organization. 

However, it didn’t take long for me to notice a recurring theme in my conversations with stakeholders: nobody knew what was going on.

This lack of visibility and alignment was pervasive.

Ops teams weren’t aware of product launches until users started asking about features they hadn’t been briefed on. Deadlines were slipping through the cracks, and accountability was lacking. 

Documentation was overwhelming—one team shared a 27-document roadmap, which felt almost comically unmanageable.

On top of that, the product teams seemed completely disconnected from our operations, leaving our organization scrambling to keep up.

Identifying the need for operational transformation

Seeing these challenges, I realized something needed to change. I approached my manager with a proposal: create a dedicated role focused on launch readiness and building a program to support product operations managers. 

At a company as large as Pinterest, this kind of role didn’t exist yet, but it was clear to me that it was essential. That’s how I transitioned into my current role as a program manager.

Building a foundation for launch readiness

Since stepping into this position two years ago, the transformation has been remarkable. One of our key achievements has been the creation of launch readiness checklists. 

These checklists are now a staple across our department, ensuring that everyone is aligned and prepared for upcoming launches. But the checklists are just one piece of the puzzle—they’re part of a larger network of operational workflows we’ve built.

We’ve also leaned heavily on Asana to drive this change. Early on, I heard others praising Asana, and it validated that we were heading in the right direction. 

Over time, we’ve transitioned nearly our entire department into Asana, and it has revolutionized how we collaborate. The platform has enabled us to templatize processes, streamline communication, and keep everything centralized and transparent.

The results: Smoother launches and better alignment

The shift from chaos to structure has been transformative. Where we once faced confusion and missed opportunities, we now have an organized system that supports seamless product launches. 

Teams know what’s happening when it’s happening, and who’s responsible. Templatizing workflows has further standardized our approach, making everything more predictable and manageable.

Four steps to building effective workflows

Let’s dive into the heart of building workflows. 

I’ll share four fundamental steps that guide my approach to workflows: explore, build, scale, and support. These principles are simple but effective. If you walk away remembering just these four steps, I’ll consider this a success.

1. Explore: Ask all the questions

The first step in any workflow creation is exploration. This is the phase where you ask all the questions—every single one. What does the current process look like? Who are the stakeholders? What are the pain points? 

The value of listening is exactly what this step is about: listening, observing, and understanding the needs of your team and organization. This foundation of insight is crucial for everything that follows.

2. Build: Get organized and create a path

Once you’ve gathered all the necessary information, it’s time to build. This step is about finding a clear path forward and, most importantly, staying organized. 

Whether it’s mapping out the steps in a new process, creating templates, or setting up tools to track progress, the focus here is on putting the pieces together in a way that makes sense and is easy to follow.

3. Scale: Take it to the next level

After your workflow is built, the next step is scaling. This involves taking what you’ve created and expanding its impact.

In my role, this often means moving a workflow beyond my immediate team, such as sharing it across multiple product operations teams. 

Scaling ensures that the workflow isn’t just functional for your team but can be adopted more broadly to maximize its value.

4. Support: Deliver, document, and debrief

The final step is support, and this is where you often have to let go of what you’ve built. For those of us in operational roles, this can be tough—relinquishing control over something you’ve worked hard to create. 

But support is critical, and I break it into three parts: deliver, document, and debrief.

  • Deliver the workflow to the teams or stakeholders who will use it.
  • Document everything thoroughly so the process is clear, repeatable, and scalable without your constant involvement.
  • Debrief regularly to ensure the workflow is still meeting the needs of those using it and adjust as necessary.

If you can remember these four steps—explore, build, scale, and support—you’ll have a solid framework for creating effective workflows. Let’s take a look at each in more detail.

Explore

The first step in building any workflow is exploration, and it all starts with asking questions. As a naturally curious person, I make it a point to ask questions constantly. It’s not just about collecting information—it’s about identifying where the real problems lie. 

When I was in my product operations role, this process often began with simple observations: where are the hiccups? What are the gaps? Why are things breaking down?

By asking these questions, I started to uncover the underlying issues. For example, I repeatedly heard stakeholders say, “I don’t know what’s going on.”

That insight was a turning point—it became clear that visibility and alignment were major pain points. From there, I could start prioritizing the problems that needed to be addressed.

Prioritizing problems: focus on impact and alignment

Once you’ve identified the issues, the next step is to prioritize them. I typically base this on two key factors:

  1. Alignment with company priorities: Where is the company focused? What aligns with its goals, such as revenue-generating initiatives?
  2. Low-hanging fruit: What quick wins can create an immediate impact? These are often simple, high-value changes that help teams see results fast.

This dual approach ensures that I’m not only tackling the most critical issues but also delivering tangible results quickly.

Understanding your stakeholders

In product operations, you have a diverse range of stakeholders, often with competing priorities.

It’s essential to identify who they are, what they need, and what’s most important to them. This goes beyond your immediate team—it includes the cross-functional partners you work with regularly. 

Tailoring your questions and solutions to your audience is critical for building trust and ensuring buy-in.