Sr. Program Manager-Customer Delight Engine

The Title Is Familiar. The Job Is Not.

Most Sr. Program Manager roles are coordination layers. Status meetings. Slide decks. Nudging people

to reply to emails. This is none of that.

We are building GoComet's Customer Delight Engine — an AI-native function that transforms how

enterprise accounts experience value. Getting there requires someone who can hold the entire

operating system together while we rebuild it from the inside.

Your success is not measured by what you organised. It's measured by whether the transformation

actually happened.

You are not the person who reports on the org. You are the person who runs it.

If you think in outcomes, not tasks — keep reading.

Why This Role Exists

GoComet serves enterprise accounts at $250K–$1M+ ARR. At this scale, a failure to deliver outcomes

is not just a bad quarter — it is a reference story that closes future doors.

We are transforming the Customer Delight Engine into an AI-native function — moving from traditional

SaaS implementation toward outcome-driven delivery, where intelligence replaces rigid workflows and

results replace activity.

That transformation doesn't happen because we planned it well. It happens because someone holds the

entire operating system together while we rebuild it from the inside.

When the Head of the Customer Delight Engine is away for a quarter — nothing should break.

Everything should run. That is the bar for this role.

What You Will Own

Delivery Governance

Full visibility of every client engagement. Stage, health, risk, and escalation — in real time. You know

before anyone else when something is slipping. Every project tracker reflects outcome commitments,

not just task lists.

Process Enforcement

Four cycles. SOPs. Anchor PM. PRD discipline. You audit. You flag. You close gaps. If it's documented

but not followed — that's your queue to fix the problem.

Statement of Work Alignment

What was sold must match what is being built. You track fidelity between commercial commitments and

delivery reality. Drift gets flagged before it becomes a loss — for GoComet or for the customer.

Customer Outcome Mapping

PMs, CSMs, and Solution Specialists must track outcomes — not milestones. You ensure the entire

Customer Delight Engine is measuring what changes in the real world for the customer, not just what

tasks got closed.

Hiring Operations

Every open position in the Customer Delight Engine is your responsibility. Not to recruit — to own

velocity and quality. Positions moving, candidates coming in. You drive this.

Staffing & Resourcing

You own the staffing plan aligned to our AI-native transformation roadmap. Is there enough capacity

Are gaps visible before they become delivery failures Is the plan keeping pace with where we are

heading

POD Structure

GoComet runs customer-aligned PODs. You assess their health, spot structural problems, and drive

improvements. Handoffs clean. Roles clear. Escalation paths working.

Transformation Metrics

Two metrics. Both must rise together: Revenue per Employee and Tokens per Employee. You own

the measurement, the reporting, and the accountability for whether the Customer Delight Engine is

genuinely moving toward AI-native delivery — or just saying it is.

AI-Native Product Initiatives

You drive initiatives that make the Customer Delight Engine progressively more AI-native — AI-powered

integrations, outcome dashboards CSMs can build themselves, configuration-driven workflows that

remove engineering dependency. You do not just manage these. You ensure these are delivered.

How You'll Work

As the Operator

Weekly delivery reviews. Cross-team process enforcement. Trackers and systems that make

accountability structural. You do not chase people — you build systems, so they do not need to be

chased.

As the Transformation Driver

You use AI tools to drive the internal transformation of the Customer Delight Engine — not to build

products, but to change how the org itself works. You prototype AI-native alternatives to how the team

currently operates, demonstrate what a transformed delivery function looks like in practice, and drive

adoption from the inside. The people who need to change how they work need to see what is possible

First. You Are The One Who Shows Them.

As the Anchor

You are the connective tissue between Sales, Discovery, Build, and Deploy. When something falls

through the gap between teams — that is your gap. You own it. You close it.

Who You Are

You don't ask: What should we track You ask: What must change in the real world for this to matter

Must-Have

• 5–7 years across delivery, product, transformation, or operations roles — ideally a combination, not
  
  

a single track

• Led or managed large-scale digital transformation programs across multiple organisations or teams
  
  

simultaneously

• Heavy stakeholder management — business leaders, enterprise customers, cross-functional
  
  

teams, all at once

• Strong process design and enforcement background — has built SOPs in complex environments
  
  

and made them actually stick

• Enterprise B2B exposure — understands how implementation quality drives renewal, expansion,
  
  

and reference value

• Technical sensibility: not a developer, but not intimidated by tech. Can read architecture
  
  

diagrams, understand integration patterns, and hold substantive conversations with engineers

• Can use AI tools to build working proof-of-concepts — Claude, GPT, Cursor, or equivalent. Not
  
  

just as a user — as a builder

• Understands LLM concepts at a working level — enough to evaluate, drive, and communicate
  
  

AI-native delivery initiatives

• Outcome-obsessed — knows the difference between a team that is busy and a team that is
  
  

delivering

Nice to Have

• Background in logistics, freight, or supply chain operations
• Experience building internal AI tools, agents, or workflow automations
• Has previously acted as a deputy or operator for a senior leader
• Zero-to-one product or platform experience
  
  

What This Role Is NOT

• Not a Sr. Program Manager who manages calendars and owns meeting notes
• Not a programme manager who tracks task completion
• Not an analyst who builds decks and hands them upward
• Not a consultant who recommends changes and moves on