Senior Program Manager (Product & Go-To-Market Programs) in München

• As Senior Program Manager, Product & GTM Programs, you run program management between our GTM organization and Product & Engineering
• You are the connection point between both sides. You bring them together early on upcoming changes, align on what those changes mean for customers & partners, and determine what support customers need and which internal teams have to be prepared. From there, you own the path to our customers and partners
• Where a change is large enough to become a program in its own right, you own that program end to end. Other teams own their functional deliverables; you own the plan, the sequence, the cadence, the deadline, and the outcome. These programs carry hard cutoffs and significant revenue
• This is a cross-functional program management role at its core: a lot of coordination, judgment, and real accountability for the outcome. There’s no playbook waiting for you — building it is part of the job
• GTM to Product & Engineering Interface: Serve as the connection point for upcoming customer-impacting changes, bringing both sides together early to align on how customers and partners are affected and what they need to do. You determine which internal teams have to be enabled, from Engagement Managers and Sales to Solution Engineering, Partnerships, and Product Marketing
• Program Orchestration: Act as the single coordination point across Product, Engineering, Professional Services, Product Marketing, Partnerships, Operations, and Engagement Managers. You steer cross-functional kickoffs, run the cadence that keeps programs moving, and hold functional owners to their commitments, including when that means escalating or re-sequencing
• Communication Sequencing: Design the plans for customer and partner communication so they experience one coordinated channel instead of several, and collect early customer and field feedback before it becomes an escalation
• Execution and Accountability: Track progress against plan, enforce deadlines, own escalation management end to end, and report to senior leadership in a way that makes risk visible early rather than defensible late
• Building the Discipline: Define and measure success metrics for each program, run retrospectives that produce process change rather than documents, and build the playbooks, SOPs, and governance cadence that make this function durable

5-7+ years in program or project management, owning complex cross-functional programs end to end — not workstreams inside someone else’s programTechnically fluent in enterprise software platforms: you can assess what a change means for customers without Engineering explaining it each timeYou operate without formal authority — you’ve held teams to deadlines you don’t own, and you’re comfortable making the callYou build the system, not just the tracker; you’ve created or fixed a process that outlived your tenureEnergized rather than paralyzed by ambiguity; you build the playbook while running the playsYou’ve worked as the connective tissue between technical and commercial teams, translating in both directionsAn exceptionally strong writer, equally at home in technical detail and executive narrative