Rollout Program Manager

Context and role purpose

CEO Coaching International is introducing BIG Intelligence to augment its coaching services and support its evolution into a technology-enabled services business. The platform includes three modules: Client, Coach, and Firm. Each will require ongoing rollout support as capabilities expand, alongside the introduction of new CEOCI services.

This is a permanent, full-time position. The initial assignment is the phased client rollout from Alpha, planned for November 2026, through Beta, Early Access, and General Availability, currently targeted for May 2027. The role builds and executes the operating plan that prepares clients, coaches, and internal teams to use and support the platform.

After the initial launch, the role continues to manage operational rollouts across all three modules and new services. This includes repeatable readiness, enablement, onboarding, communications, and support handoffs for an ongoing software release cadence of approximately every two to three weeks. The level of rollout activity should match the impact of each release; larger capabilities and services may require coordinated launch programs.

Role scope and accountability

The Rollout Program Manager (RPM)’s primary responsibility is to own the integrated rollout execution. This includes overseeing the launch plans, dependencies & milestone. The RPM will also help assess, identify and mitigate operational readiness, risk management, and escalations. The RPM will also coordinate functional deliverables and secure commitments from their owners.

The RPM sits within the Client Success Organization, reporting to the Chief Client Officer. The CCO and Client Success organization own ongoing client adoption, customer experience, and support. Within this context, the RPM coordinates rollout enablement and support readiness, monitors results, and drives follow-through with accountable owners. It may challenge readiness, recommend delaying or resequencing deployment, and escalate unresolved issues. Final decisions remain with designated functional and executive owners.

The RPM is NOT responsible for the following:

• Product vision, strategy, roadmap, requirements, feature prioritization, product acceptance, and release scope remain with the Chief Product Officer and Product Management.
• Positioning, messaging, differentiation, go-to-market strategy, and launch communications remain with Product Marketing under the CPO.
• Engineering and AI leadership own technical delivery, quality, security, reliability, and technical readiness.

Working relationships

The RPM works closely with the CPO, Product Management, Chief AI Officer, Engineering, internal and outsourced development teams, Product Marketing, L&D, Client Success, support, participating coaches, and Firm module process owners.

Core responsibilities

Integrated rollout planning

Maintain one operating plan across platform modules and new services, with clear owners, milestones, dependencies, capacity needs, risks, and decisions. Coordinate initial launch phases and ongoing releases, using repeatable and automated workflows where practical.

Operational readiness and expansion

Translate approved product scope and service plans into readiness requirements for onboarding, training, communications, user participation, and support. Gather functional readiness evidence and present recommendations on deployment timing and expansion. Keep product release readiness distinct from operational rollout readiness.

Coach adoption and organizational change

Coordinate coach onboarding, training, office hours, and practical guidance for incorporating BIG Intelligence into coaching relationships. Develop early coach champions with L&D and Client Success, capture evidence of successful use, and identify resistance or workflow barriers that need action.

Client and Firm onboarding

Coordinate participant selection, rollout waves, access setup, onboarding, and feedback collection with the appropriate owners. Integrate platform onboarding into new coaching-client onboarding. Work with internal process owners to prepare Firm users for new capabilities and changes to their work.

Release enablement and communications

Coordinate Product Marketing, Product, and L&D deliverables so guidance, approved messaging, and training are ready when needed. Match enablement effort to the scale of the change and coordinate larger launches when appropriate.

Feedback and support coordination

Use Product’s established intake and classification process for defects and usability issues. Coordinate visibility and handoffs across product issues, training gaps, and adoption barriers without creating a parallel product backlog. Track unresolved issues and ensure clear ownership and user follow-through.

Scalable support readiness

Coordinate support workflows, knowledge resources, escalation paths, service expectations, and internal or third-party capacity. A designated internal software customer success/support owner manages support operations, vendor performance, and escalated case follow-through. Engineering and AI own technical diagnosis and fixes.

Measurement and continuous improvement

Maintain a concise scorecard covering readiness, activation, repeat use, coach participation, user feedback, support demand, and unresolved issues. Agree measures and targets with functional owners, compare rollout cohorts, and drive corrective actions. Transfer routine delivery tasks to operational owners while retaining responsibility for future rollout coordination and process improvement.

What success looks like

• Launch phases and ongoing rollouts have clear owners, measurable readiness criteria, and credible plans. Leadership receives reliable evidence for deployment and expansion decisions.
• Coaches, clients, and Firm users receive timely enablement and support; recurring rollout processes operate consistently and fit the release cadence.
• Adoption and value measures inform action. Product owns product value and capabilities; Client Success owns ongoing client adoption and success; Firm process owners own internal business outcomes.

Required experience

• At least five years in software program management, implementation, launch operations, or a closely related role, with direct accountability for delivery across multiple functions.
• Taken at least two software products or substantial releases from a controlled pilot or Beta into broader customer availability, with concrete examples of personal ownership and results.
• Managed rollout work beyond development delivery, including onboarding, training, communications, support readiness, and adoption.
• Built practical processes in entrepreneurial software environments where workflows, responsibilities, and organizational capabilities were still developing.
• Coordinated recurring SaaS releases and organizational change, including enablement and onboarding that continue after the initial launch.
• Managed senior stakeholders and competing priorities, securing commitments and resolving dependencies without direct reporting authority.
• Used customer feedback and operational data to adjust rollout plans, with examples of difficult decisions, corrective action, and lessons learned.

Required skills

• Program execution and judgment. Identify the critical path, clarify ownership, resolve delivery risks, and make evidence-based readiness recommendations.
• Technical fluency. Understand release cycles, testing, environments, defects, integrations, access management, and incident escalation sufficiently to coordinate decisions with technical owners.
• Adoption and change management . Introduce new workflows into established professional relationships, coordinate training, develop champions, and address barriers to sustained use.
• Operational design and analysis. Build usable, scalable workflows; automate repeatable steps where appropriate; interpret activation, repeat use, support demand, and cohort performance.
• Executive communication and influence. Provide concise updates on progress, risks, required decisions, and accountable owners. Challenge readiness constructively and surface disagreements early.
• Hands-on execution . Run onboarding sessions, organize feedback, validate user workflows, prepare operational guidance, and solve practical rollout problems.

Preferred experience

• Introducing software into a professional services or relationship-driven business;
• launching AI-enabled products; supporting executive users;
• building customer success, support, or enablement processes;
• launching new services; and coordinating small internal teams with outsourced development or support partners.

Education and hiring emphasis

• Bachelor’s degree in business, information systems, computer science, operations, or a related field, or equivalent professional experience (required).
• Relevant program management, Agile, Scrum, or change management certifications (preferred)
• An advanced degree is not required.