Director of Project Management, CaptivateIQ

• 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

Desirable

• We're hiring a Director of Project Management to help us evolve our Project Management practice to scale along the growing needs of the organization - to build a team of PMs who own delivery end-to-end across our full customer base, a governance system that surfaces risk before it becomes an escalation, and an operating rhythm that makes “on track” a verifiable claim rather than a status update
• You'll start by upleveling how we deliver our largest, most complex enterprise implementations, then build out how project management scales efficiently across the rest of our customer base
• This is a builder role - you will establish project management as a first-class function here, not maintaining an existing one
• Own Delivery Governance Across the Full Portfolio
• 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
• Build and Lead the PM Organization
• 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
• Raise the Bar on Enterprise Delivery
• 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
• Drive Operating Rhythm and Visibility
• 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