What You'll Do
Program Scoping & Delivery Ownership
Independently decompose business initiatives (process changes, GTM execution, product rollouts) into scoped workstreams, deliverables, and owners with minimal guidance.
Own and concurrently manage a portfolio of multiple large-scale, high-complexity programs, prioritizing and sequencing across them without significant oversight.
Build and manage business-facing master schedules — readiness reviews, enablement windows, go-live dates, retrospectives, and critical deadlines — across complex, multi-phase rollouts.
Run delivery rituals, including steering committees, change-management syncs, readiness checkpoints, and retrospectives, and drive execution discipline across owned programs.
Establish consistent meeting cadences with clear ownership and follow-through.
Risk & Dependency Management
Proactively identify and mitigate program and portfolio-level risk, resolving it independently before executive or ELT escalation is required.
Map cross-functional dependencies across multiple teams and resolve hand-offs and approvals independently, including dependencies that span concurrent programs.
Drive dependency management and unblock execution risk across workstreams and across the broader program portfolio.
Proactively surface business, operational, and change-adoption risk, partnering directly with functional and executive leaders on mitigation and owning the business risk narrative.
Stakeholder & Executive Engagement
Manage a broad stakeholder map, including regular, direct engagement with Executive Leadership Team (ELT) members; run decision forums focused on business outcomes.
Deliver concise, ELT-ready updates with clear risks, asks, and decisions; present confidently and independently to Director/VP/ELT-level leadership.
Serve as a trusted advisor to executive stakeholders, shaping how strategic decisions get made rather than simply reporting status.
Strengthen storytelling, prioritization, and influence skills to shape stakeholder decisions across the organization.
Business Process & Program Health
Hold strong fluency in business processes, Program/Project Management best practices, and functional tools to plan realistically and partner credibly with stakeholders at all levels.
Lead business process/design review sessions, driving trade-off discussions to a workable consensus across multiple concurrent initiatives.
Define and track business-specific program health KPIs — adoption, satisfaction, cost savings, etc. — across the full program portfolio.
Improve business delivery processes (change management, governance, intake/prioritization models) in partnership with functional teams and senior leadership.
Improve visibility and predictability across the full portfolio of assigned programs.
Practice Contribution & Continuous Improvement
Lead retrospectives, capture actionable lessons learned, and contribute templates/playbooks to the broader Program Management practice; mentor other Program and Staff Program Managers.
Maintain high-quality program artifacts, including roadmaps with timelines, RACI, RAID logs, decision logs, and executive updates, across all owned programs.
Shape program management standards and operating rhythms used across the broader organization.
Business & Strategic Acumen
Build working knowledge of customer needs and market expectations to ensure program outcomes align with customer experience, not just internal delivery goals.
Connect individual programs directly to company strategy and OKRs, and shape portfolio-level scope so it advances stated business priorities.
Apply financial acumen — budget management, ROI/cost-benefit analysis, commercial impact — to program and portfolio decisions and communicate impact to ELT-level leadership.
What You Bring
10+ years leading complex, cross-functional programs in a business, GTM, or NPI context, including experience managing multiple large-scale programs concurrently with minimal oversight.
A track record of operating independently at a Staff or Senior Staff level, with demonstrated readiness to engage regularly with ELT-level stakeholders.
Demonstrated ability to build and manage master schedules, RAID logs, RACI matrices, and executive/ELT-level program artifacts across a portfolio of programs.
Strong working knowledge of core functional program/project management tools (Jira, Confluence, MS suite, etc.).
Proven experience running steering committees and decision forums with Director/VP/ELT-level stakeholders, and acting as a trusted advisor rather than a status reporter.
Excellent executive communication and storytelling skills, with the ability to distill complex, concurrent programs into clear risks, asks, and decisions for the most senior audiences.
Financial acumen, including budget management and ROI/cost-benefit analysis at a portfolio level.
A strong bias toward proactive risk identification and independent problem-solving, with excellent judgment on when — and when not — to escalate.
Experience developing and implementing best practices, and mentoring other program managers on program management standards, templates, and playbooks.
Why This Role
This is a high-visibility, high-autonomy position for a seasoned program leader who wants to shape how the organization delivers its most strategically important, large-scale initiatives — with regular exposure to the Executive Leadership Team and broad cross-functional influence across the business.
Additional information
Kaseya provides equal employment opportunity to all employees and applicants without regard to race, religion, age, ancestry, gender, sex, sexual orientation, national origin, citizenship status, physical or mental disability, veteran status, marital status, or any other characteristic protected by applicable law.
