Program Manager

• Design a repeatable customer‑engagement process that covers expectation setting, multi‑semester roadmap planning, delivery coordination, governance, and internal team alignment
• Pilot, learn, refine. Run 2–4 guided pilots with priority institutional customers; capture lessons, risks, and adoption blockers; convert into SOPs and checklists for scale
• Define the scaling plan. Recommend the mix of roles (e.g., project managers, schedulers/principal scheduler, CSAM pairing model), skill profiles, and sequencing required as PMO volume grows; propose an allocation blueprint relative to solution cost/complexity
• Stand up tooling and dashboards. Establish a “point‑of‑truth” for program plans, milestones, risks, and stakeholder comms using our PM toolkit; publish executive‑ready status
• Institutional GTM alignment. Map handoffs with Sales and CSAMs from contract signature through go‑live; integrate into the GTM “Collaboration Spaces”
• Program orchestration: Own end‑to‑end delivery of complex customer programs—charter, plan, RAID, change control, stakeholder mapping, decision logs, and executive updates
• Customer leadership: Serve as a trusted program counterpart to institutional leaders; facilitate steering committees; drive transparent status and issue resolution
• Internal alignment & governance: Run a predictable cadence across Sales, CSAMs, Product/Engineering, and Marketing; ensure roadmap dependencies and E2E readiness are surfaced and resolved ahead of key terms/semesters
• Quality & risk management: Maintain standard PM artifacts (risk register, comms plan, cutover plan, acceptance criteria); champion continuous improvement and “lessons learned.”
• Process stewardship: Keep the engagement playbook current; ensure templates/checklists (e.g., project charter, initiation, RACI) align with Pearson guidance.

Program Manager

Programme Manager – Client Experience