Serve as the single accountable owner for project governance across implementation segments, from our largest enterprise accounts to our highest-volume, scale-motion accounts.

Build and run a risk-visibility system — dashboard, thresholds, escalation triggers — that surfaces problems before they reach leadership, not after. 

Define milestone gates for engagements at every scale, from high-touch enterprise builds to lighter-touch scale delivery, and hold the team accountable to them.

Hire, develop, and manage a team of project managers and project coordinators; build a defined career path across levels and segments.

Own the standards this function runs on — best practices, change management, workflow documentation — and make sure they scale from our most complex accounts down to our highest-volume ones.

Design and build a project coordinator model to support scale delivery: milestone-based check-ins, AI-assisted monitoring, and a delivery model that can responsibly cover a high volume of concurrent projects per coordinator.

Partner with Architecture leadership to draw a clear line between system design ownership and project accountability ownership — and hold that line as the organization scales.

Diagnose and close the specific gaps that let complex projects run today without a single accountable owner.

Run a recurring delivery forum reporting progress, risk, and change management status across segments.

Report delivery health, risk, and escalation trends to the VP of Technical Services and CX leadership on a defined cadence.

8+ years in project or program management for software implementations, including 5+ years building or leading a PM team — not solely individual-contributor PM experience.

Direct experience implementing enterprise SaaS within an internal delivery team or a partner organization (systems integrator, consulting firm, or implementation partner) — deep familiarity with the operational rigor enterprise buyers expect, independent of any single product.

Experience designing delivery models that work at more than one scale — you've built or run both high-touch, complex delivery and higher-volume, lighter-touch delivery, and know how those operating models differ.

A demonstrated track record of building a PM function or operating system where one didn't previously exist, or was under-resourced — not just operating inside an already-mature one.

Comfortable being the accountable owner of a project's outcome without owning the technical solution — this is an operational and stakeholder-management role, not an architecture role.