Manage Tactical Programs End-to-End
Own the execution of specific initiatives: define the business case, establish success metrics, create a timeline, coordinate across teams (customer success, product, marketing, operations), track progress, and deliver measurable outcomes. Examples include converting customers to a new payment method, rolling out a new feature to drive adoption, building a customer segmentation program to tailor support by risk profile, or launching a campaign to change customer behavior. You’ll orchestrate the work even if you’re not doing all of it.
Design and Own Strategic Programs
Take longer-term strategic priorities and figure out how to operationalize them. Work with stakeholders to define scope, identify dependencies, sequence workstreams, and create a roadmap. Example: building a customer health framework (deciding what to measure, how to report it, what actions it triggers across the organization).
Orchestrate Cross-Functional Work
Keep programs moving by coordinating dependencies across customer success, product, engineering, marketing, operations, finance, and analytics. Call meetings, clarify scope, surface blockers, ensure handoffs happen, and resolve conflicts without escalation whenever possible.
Establish Metrics and Track Outcomes
Work with the analytics team to define success metrics for each program, build dashboards, track progress, and report results. Connect program outcomes to business impact (revenue, retention, efficiency).
Manage Program Portfolio and Prioritization
You’ll work on multiple programs simultaneously at different stages (discovery, execution, measurement). Help leadership prioritize competing initiatives, sequence work, allocate resources, and maintain visibility into what’s in flight. A significant portion of your portfolio will be adoption-focused programs; the rest will be foundational customer experience work.
Build Program Infrastructure and Process
Establish how programs get planned, tracked, and communicated. Create templates, cadences, and standards so that program management scales as the organization grows. This is foundational work that sets the tone for how we execute.