• Build and manage comprehensive integration programs from scratch, defining scope, goals, program plans, and communication methodology for new acquisitions or incubations • Define, oversee, and coordinate a set of interdependent projects sequenced to achieve combined GTM and operational outcomes • Align program and project management workstreams across Sales, Marketing, and Customer Success to achieve coordinated delivery • Manage multiple concurrent projects and programs, consistently demonstrating the ability to influence without direct authority • Track, influence, and communicate with stakeholders at all levels, sharing the 'why' behind requests and influencing with data • Communicate program details to both internal and external audiences in a variety of formats, including executive summaries • Navigate difficult stakeholder conversations and potential conflicts through effective communication • Gather regular feedback and take appropriate action to keep programs on track • Analyze trends, monitor progress, and report on measurable results against program objectives • Anticipate risks with accuracy and develop mitigation strategies; generate multiple response options with costs, benefits, and feasibility • Manage escalations effectively and in a timely manner • Define unique and complex program management approaches, standards, and processes tailored to each acquisition's integration requirements • Contribute to the M&A operational playbook, capturing lessons learned and best practices from each program • Incorporate change management principles into program design and execution

• Manage MP verification builds and alternate quals • Ensure no road blocker for mass production • Implement ECO/DA for product health during production • Align with cross functional team on product roadmap • Develop and align schedules and plans for VB • Conduct regular meetings for efficient build management • Identify and address gaps/blockers to fulfill build expectation • Coordinate unexpected/unplanned issues related to material crisis • Work on engineering shipments and related issues • Review and implement change for sustaining product • Chair regular meetings with CMs and Engineering/BU • Define KPI, supervise CM performance, and drive improvement • Train and enable new CMs or sites • Drive continuous improvement activities

• Own the end-to-end migration and architectural overhaul of user-facing documentation • Audit, declutter, and structurally organize internal Confluence space • Embed into engineering and product squads as a hands-on coach • Champion product delivery infrastructure and maximize efficiency • Drive operational alignment through planning and executing high-impact meetings • Leverage product analytics to build robust analytical frameworks

• Own both principal relationships. Be the lead contact for the fund principal and the coaching-brand principal — scripts, decks, timelines, updates, site/reel/database needs. Run a standing weekly check-in with each so requests are captured, not sprung; keep them proactively informed so they never wonder where something stands; ensure investors get concierge-level hospitality at every touchpoint. • Run delivery end-to-end. Set the strategy and timing for each project, write the one-paragraph brief that kicks it off, and spin up the right pod to ship it — then stand it down. Own the steady stream of get-it-done brand work, and be the single catch-all owner for anything thrown at the department: make sure it ships. • Commission and oversee the work product. Pull design and copy for collateral (PDFs, one-pagers, brochures, postcards); commission site and landing-page edits and oversee completion; plan and run webinars and group launches (Zoom/Calendly) and drive show-up rates; own event purpose and messaging while handing logistics to Ops. • Guard quality — the principals never find an edit. Check everything every way before it ships: spelling, grammar, headlines, cross-brand consistency, visual alignment, missed links, missed opportunities • Own the CRM and lead-quality picture. Know the CRM, check statuses, and oversee a reporting dashboard. Sit with the fund principal and the lead team to assess lead quality and know the story behind the top 20 leads — who's converting, why, and how much they have to invest. • Drive AI leverage. Continuously show where AI doubled production on a product, program, or process. • Report up and run the cadence. Lead the strategic investor survey (routed through compliance), turn the EVP's mastermind ideas into delivered plans, package the validated Monday roll-up, assemble the SLT and quarterly reports for the EVP to present, and back the EVP up as second in command at key events.