Director, Growth Program Management

Required Skills & Experience

8+ years of experience managing complex initiatives within media, technology, or product-driven organizations, with a track record of planning and executing successful launches that requires tight coordination across cross functional teams. Demonstrated ability to lead without authority, influence across functions, and coordinate with external partners. Skilled at managing globally distributed teams with varying objectives and constraints. Strong communicator who can distill complexity for senior leaders and align teams around shared priorities. Growth mindset with the ability to quickly absorb new technologies and adapt to evolving business needs.

Job Description

The Director of Growth Program Management, will be a key leader in driving cross-functional alignment and execution for major growth initiatives across our client's portfolio. This individual will oversee the planning and delivery of high-impact programs that span multiple teams and business units.

Key Responsibilities

Partner with functions across the organization - including Growth Strategy, Content Distribution, Programming, Product, Engineering, Marketing, Decision Sciences, Partnerships, MarTech, Customer Care, Legal, Finance and more - to bring forward consumer-facing programs that accelerate subscriber and revenue growth. Align stakeholders on shared objectives and ensure progress against defined KPIs. Serve as the connective glue to drive end-to-end program execution: facilitate cross-team meetings, design project plans, track milestones, surface risks, and resolve obstacles to keep work on schedule. Create and deliver executive-level communications including program dashboards, leadership updates, post-mortems, and presentations that provide clarity and insight. Strengthen knowledge management practices to ensure documentation, resources, and best practices are accessible and actionable for all stakeholders. Ensure all relevant teams and stakeholders remain informed and aligned as the proposition goes to market. Foster trust-based relationships across teams by serving as a reliable partner and eliminating operational friction. Post launch – set up a clear hand-off and transition plan as project switches into BAU.