Senior Staff Program Manager, New Product Introduction (NPI)About the Role We are looking for a Senior Staff Program Manager to lead a portfolio of complex, cross-functional business initiatives spanning New Product Introduction (NPI), process transformation, go-to-market execution, and organizational rollouts. This is a senior-most individual-contributor role for a seasoned program leader who can independently scope ambiguous initiatives, run multiple large-scale programs concurrently, build and run business-facing delivery infrastructure, manage a broad executive and ELT-level stakeholder map, and proactively surface and resolve risk without oversight or guidance. You will operate as the connective tissue across multiple teams - translating strategy into scoped, owned, and delivered outcomes at company scale.
What Youll Do Program Scoping & Delivery Ownership - Independently decompose business initiatives (process changes, GTM execution, product rollouts) into scoped workstreams, deliverables, and owners with minimal guidance.
- Own and concurrently manage a portfolio of multiple large-scale, high-complexity programs, prioritizing and sequencing across them without significant oversight.
- Build and manage business-facing master schedules - readiness reviews, enablement windows, go-live dates, retrospectives, and critical deadlines - across complex, multi-phase rollouts.
- Run delivery rituals, including steering committees, change-management syncs, readiness checkpoints, and retrospectives, and drive execution discipline across owned programs.
- Establish consistent meeting cadences with clear ownership and follow-through.
Risk & Dependency Management - Proactively identify and mitigate program and portfolio-level risk, resolving it independently before executive or ELT escalation is required.
- Map cross-functional dependencies across multiple teams and resolve hand-offs and approvals independently, including dependencies that span concurrent programs.
- Drive dependency management and unblock execution risk across workstreams and across the broader program portfolio.
- Proactively surface business, operational, and change-adoption risk, partnering directly with functional and executive leaders on mitigation and owning the business risk narrative.
Stakeholder & Executive Engagement - Manage a broad stakeholder map, including regular, direct engagement with Executive Leadership Team (ELT) members; run decision forums focused on business outcomes.
- Deliver concise, ELT-ready updates with clear risks, asks, and decisions; present confidently and independently to Director/VP/ELT-level leadership.
- Serve as a trusted advisor to executive stakeholders, shaping how strategic decisions get made rather than simply reporting status.
- Strengthen storytelling, prioritization, and influence skills to shape stakeholder decisions across the organization.
Business Process & Program Health - Hold strong fluency in business processes, Program/Project Management best practices, and functional tools to plan realistically and partner credibly with stakeholders at all levels.
- Lead business process/design review sessions, driving trade-off discussions to a workable consensus across multiple concurrent initiatives.
- Define and track business-specific program health KPIs - adoption, satisfaction, cost savings, etc. - across the full program portfolio.
- Improve business delivery processes (change management, governance, intake/prioritization models) in partnership with functional teams and senior leadership.
- Improve visibility and predictability across the full portfolio of assigned programs.
Practice Contribution & Continuous Improvement - Lead retrospectives, capture actionable lessons learned, and contribute templates/playbooks to the broader Program Management practice; mentor other Program and Staff Program Managers.
- Maintain high-quality program artifacts, including roadmaps with timelines, RACI, RAID logs, decision logs, and executive updates, across all owned programs.
- Shape program management standards and operating rhythms used across the broader organization.
Business & Strategic Acumen - Build working knowledge of customer needs and market expectations to ensure program outcomes align with customer experience, not just internal delivery goals.
- Connect individual programs directly to company strategy and OKRs, and shape portfolio-level scope so it advances stated business priorities.
- Apply financial acumen - budget management, ROI/cost-benefit analysis, commercial impact - to program and portfolio decisions and communicate impact to ELT-level leadership.
What You Bring - 10+ years leading complex, cross-functional programs in a business, GTM, or NPI context, including experience managing multiple large-scale programs concurrently with minimal oversight.
- A track record of operating independently at a Staff or Senior Staff level, with demonstrated readiness to engage regularly with ELT-level stakeholders.
- Demonstrated ability to build and manage master schedules, RAID logs, RACI matrices, and executive/ELT-level program artifacts across a portfolio of programs.
- Strong working knowledge of core functional program/project management tools (Jira, Confluence, MS suite, etc.).
- Proven experience running steering committees and decision forums with Director/VP/ELT-level stakeholders, and acting as a trusted advisor rather than a status reporter.
- Excellent executive communication and storytelling skills, with the ability to distill complex, concurrent programs into clear risks, asks, and decisions for the most senior audiences.
- Financial acumen, including budget management and ROI/cost-benefit analysis at a portfolio level.
- A strong bias toward proactive risk identification and independent problem-solving, with excellent judgment on when - and when not - to escalate.
- Experience developing and implementing best practices, and mentoring other program managers on program management standards, templates, and playbooks.
Why This Role This is a high-visibility, high-autonomy position for a seasoned program leader who wants to shape how the organization delivers its most strategically important, large-scale initiatives - with regular exposure to the Executive Leadership Team and broad cross-functional influence across the business.
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