Product Release Project Manager

Awardco is reimagining the workplace to be more rewarding, supportive, and fun for everyone. As one of the fastest-growing companies in the employee experience industry, our mission is to help employees love what they do, love where they work, and get recognized for their efforts—especially our own employees! And as winners of Glassdoor’s Best Places to Work, Best in Brightest in the Nation, and Great Place to Work, we do much more than talk the talk.

Awardco is already operating at a multi-product, high-velocity release cadence across our platform (2.0), Engage, mobile, Connections, marketplace, surveys, migrations, and geo updates—with launch volume only increasing. Right now, each team owns a piece of the launch puzzle; what’s missing is a project/program manager who owns the integrated release plan and calendar.

This Delivery Manager role is a project/program manager embedded in CS Ops & Enablement, focused on coordinating how we launch across teams so CS and customers are prepared, while Product, PMM, and CS leadership retain ownership of release strategy and go/no-go decisions:

• Coordinating multiple calendars (Product/Engineering, PMM launch plans, CS enablement, and customer-facing comms) into a single, reliable CS-facing view that keeps CS teams informed on upcoming and ongoing releases.
• Project managing releases end-to-end so every dependency, owner, and milestone is tracked.
• Ensuring we have clear visibility into when CS is being asked to act (communications, trainings, migrations, betas, etc.) and what enablement commitments have been made and delivered.
• Reducing reactive work and post-launch noise by making launch work visible, planned, and inspected.

The Team

This role sits on the CS Ops & Enablement team and is matrixed with Product, Product Ops, and PMM. They are the central project manager and coordinator for cross-functional release delivery and CS/customer readiness, partnering closely with:

• Product & Engineering (scope, technical readiness, deployment)
• PMM & Marketing (launch tiering, GTM strategy and assets)
• CS Ops & Enablement (internal and external enablement programs)
• CS Leadership (driving adoption and outcomes once features are live)

What You Will Do

Release Intake, Calendar, and Cross-Calendar Coordination – ~20–25%

• Own a CS-facing, single source of truth release calendar that consolidates and keeps CS teams informed on upcoming and ongoing releases:
• Product / Platform GLU and roadmap notes in Confluence
• PMM launch tiers and intake
• CS enablement plans (Knowledge Dome, Product Presents, training cycles)
• Customer-facing comms (email cadences, in-app messaging, community/webinars)
• Slack streams (#new-feature-release, #awardies, “weather reports,” etc.)
• Continuously reconcile and align the different calendars (Product milestones, PMM launch plans, CS enablement, and customer-facing timelines) so there is a single, authoritative view of:
• What is shipping when
• Where CS and customers are being asked to do something
• What enablement activities are planned, in-progress, or complete
• Run a weekly/biweekly releases standup (Product, PMM, CS Ops & Enablement, CS leadership) to:
• Confirm upcoming and in-flight launches
• Highlight calendar collisions, bandwidth issues, dependencies, and enablement needs for each release
• Surface enablement needs and CS/customer impact so they are clearly understood, and drive decisions and trade-offs when calendars conflict.

Project / Program Management of Launches – ~25–30%

For each launch, you will be the project/program manager:

• Maintain the source-of-truth project plan through the lifecycle of the launch, driving:
• Weekly status, risk, and decision updates
• Clear escalation paths when dates or readiness are at risk
• Coordinate execution across:
• Product/Engineering on readiness and safe rollout paths
• PMM/Marketing on GTM assets and campaigns
• CS leadership/managers on target accounts, risks, and sequencing
• Ops/Data when releases touch reporting, data, or admin tooling

CS + Customer Enablement (Tied to the Project Plan) – ~20–25%

• Partner closely with the CS Enablement Manager, who owns the enablement strategy, to ensure they have the inputs, context, and resourcing they need to execute that strategy for each launch.
• Translate enablement strategy and readiness expectations into planned work by:
• Building and maintaining Jira projects/boards so enablement work is clearly scoped, sequenced, and scheduled in adv