Manager, Onboarding

Role Summary The Manager of Onboarding owns the customer's experience of being onboarded. From the moment Sales hands an account over until Customer Success picks it up, every kickoff, every status update, every milestone conversation, and every project plan is run by this team. This role leads the project managers and customer-facing onboarding specialists across all products and is the operational owner of TTV per account. The right person is a strong project manager who is a stronger communicator. They lead a team that has to translate technical work into customer language, hold scope where it needs holding, and bring the customer to first value on schedule. They also run the upstream and downstream handoffs, Sales → Onboarding intake quality and Onboarding → CSM activation, because the customer doesn't see organizational boundaries. What You'll Own Time to Value Per Account. Every onboarding account has a value-milestone target. This team is accountable for hitting it. Track in-flight, surface delay reasons in real time, and remove blockers before they compound. Project Management Excellence. Run TaskRay (or successor) as the system of record. Every account has a clean plan, current status, and a named owner. No silent delays. Customer Communication. Lead the kickoff motion, the status cadence, and the go-live conversation. Set expectations early, communicate often, and own the customer's experience of the project. Handoff Chain Ownership. Operate the Sales → Onboarding handoff (intake quality, scoping, expectation alignment) and the Onboarding → CSM handoff (readiness gates, CSM activation, account context transfer). Live scorecards in both directions. Scope Management. Hold the line on what's in and out of standard onboarding. Triage edit and customization requests. Partner with Sales and CS to manage scope creep without damaging customer trust. Cross-Training & Platform Consolidation. Lead the customer-facing side of the cross-training plan. Your PMs become product-agnostic so the team scales with platform consolidation rather than fragmenting along it. Voice of Customer. This team hears the customer first. Capture friction, themes, and feature gaps from kickoffs and post-mortems and feed them back to the Director and into the Voice of Customer loop. Team Development. Coach a team of ~7 PMs. Build communication skills, escalation judgment, and project rigor. Run weekly 1:1s, define competency progression, and develop the next senior PMs and the manager bench. Cross-Team Coordination. Operate as the customer-facing counterpart to the Manager of Technical Implementation. Make sure build status, dependencies, and risks flow between the two teams continuously. How We'll Measure Success Time to Value Apply To This Job