• Provide strategic and tactical counsel and direction for pod team members regarding client recommendations, issues, campaign optimizations and client questions. • Review monthly budgets in the Unlock Media Control Platform (UMCP) to ensure accuracy for assigned accounts. • Manage client performance media strategy, balancing it with content/SEO strategy. • Solve campaign and account issues, both internally and externally with clients. • Work directly with the Senior Director of Performance Marketing on team issues regarding performance and education/training needs. • Give and receive feedback easily, comfortably, and regularly. • Encourage others to resolve conflict directly as a first step; mitigate conflicts as needed. • Support company leadership in direction, directives, rollouts, communication, and objectives • Constructively communicate team challenges, issues, roadblocks, and areas of improvement to leadership • Exhibit positive support of all company initiatives, setting the tone for direct reports • Work with the Senior Director and VP of Performance Marketing to: • Improve processes and create new and better “best practices” • Look for areas of opportunity, client growth and process improvements, brainstorm creative solutions • Monitor and balance direct report workload, and always have an intimate knowledge of current assignments; dig into workload-related concerns • Identify opportunities to streamline workflow with AI and automation • Be an active and collaborative part of the conversation with a problem-solver mentality • Participate in department and cross-department projects and company initiatives • Have a solid understanding of operations tasks and responsibilities • Drive team meetings with Client Experience Leads, Campaign Managers and Digital Specialists to discuss client business from a strategic level, ensuring performance marketing strategy is pulled through at all levels, identifying growth opportunities (e.g., Increasing client expenditures to capture additional lead gen opportunity) and to expand to additional client campaigns. • Directly manage a smaller book of business (1-2 key clients) • Be the first stop for day-to-day Client Experience questions or concerns, especially client performance marketing strategy, campaign implementation issues and success measurement. • Possess a global understanding of the campaign life cycle and all departmental responsibilities across the company’s job process • Coach and train on this information as needed • Stay up to date on new processes, systems, etc.; Pull through training sessions with the rest of the department • Have a “roll up your sleeves” attitude about helping - get in there and help when needed

• Provide leadership and guidance for the use of NMHC standard project management and process improvement methodologies • Manage project lifecycle of initiate, plan, execute, close, complete projects including IT value measurement definition • Assists in the organizational development and enhancement of project/process management competence • Develop educational, coaching and mentoring programs necessary to support the adoption of NMHC project and process methodologies • Leads comprehensive planning efforts necessary to establish measure, enhance and report organizational management performance • Participate in regular project review meetings where status on milestone performance, issues, project changes and budgets are communicated • Establish and execute effective and efficient communication mechanisms which enable continuous exchange of ideas and information, regulation/project developments among team members, NMHC Executives (sponsors) and vendor partners • Selects and/or establishes the necessary policies, methodologies, procedures and practices to support process and project managers • Establish and maintain effective communications within the Agile Office and broader organization report program and project status • Provide assessment and report of overall portfolio performance to various executive groups • Leads selection and/or development of appropriate organizational standards for software tools necessary to support successful project management, budget reporting and resource allocation • Leads development and maintenance of appropriate project infrastructure, tools and/or methods necessary to communicate and coordinate project detail and status • Ensure the development and management of individual project budgets; serve as a primary resource to individual project leaders for budget planning, particularly the annual capital planning and submission process • Demonstrate the ability to work with the technical and applications teams to develop project tasks, work effort required for these tasks, and define a work schedule with planned dates • Demonstrate the ability to ‘get things done’, effectively directing the execution of the project office function to support the achievement of successful, on-time and on-budget delivery of IT commitments • Demonstrate the ability to deal with the changing environment and to lead/facilitate and manage change efficiently and effectively where appropriate • Conduct process assessments, identifying non-value-added activities • Develop and execute plans to improve these processes using NMHC process improvement methodologies (DMAIC) • Unquestionable integrity, credibility and character with demonstrated high moral, ethical behavior • Participate in and/or support relevant IT benchmarking, survey and specific research activities as well as subject matter related educational seminars and events • Support the development of executive level presentations that are related to initiatives • Be responsible for understanding vendor contracts with NMHC to ensure vendor compliance to project schedules, contractual agreements and compliance with NMHC standards • Maintain central file of active vendor contracts • Participate in the NMHC capital and operating budget planning process • Proficient knowledge of budget preparation, budget management and budget change control

• Build and maintain AMER dashboards and recurring reporting for partner program health and outcomes (adoption, partner-sourced inputs, play performance, incentives throughput) • Independently define metrics, data models, and documentation (definitions + user guides) so reporting is trusted and reusable • Develop seller-facing, read-only reporting experiences that make partner signals actionable (e.g., “my patch” views and account drilldowns with signal type/recency and the right Stripe contact) • Partner with GTM Ops and data owners to improve data availability and correctness; identify gaps and drive pragmatic fixes • Own the A&C Programs operating interface with the sales development representatives that support partners including developing intake standards, routing rules, play briefs, QA loop, and weekly/monthly performance readouts tied to SLAs and pipeline outcomes. • Operationalize and track the effectiveness of partner-ready sales plays end-to-end (inputs, workflows, scorecards, iteration loop) and drive a consistent cadence to monitor and improve execution. • Improve incentives/funding request readiness and cycle time via templates, completeness checks, and tracking—so incentives owners can focus on approvals/contracting while execution stays unblocked • Proactively identify at-risk program/analytics work and step in to unblock delivery when timelines or data quality are at risk.

• Drive End-to-End Integration: Lead the execution of all post-acquisition integration plans from initial planning through final handover to the business, owning timelines, managing risks, and facilitating all key integration meetings. • Track Strategic Synergies: Be responsible for tracking the realization of all financial and strategic synergies modeled by Corporate Development during the diligence phase. • Create Structure & Accountability: Translate high-level integration goals into detailed project roadmaps, charters, RACIs, and workflows that create momentum across teams. • Manage Cross-Functional Execution: Partner with leaders across Product, Finance, Sales, and Operations to align on priorities, remove roadblocks, and push execution forward. • Ensure Executive Visibility: Maintain crisp project documentation and dashboards, and inform all stakeholders, including senior leadership, on progress and escalations. • Build the M&A Playbook: Codify learnings from each deal into a repeatable M&A integration playbook that will scale across all future acquisitions.