Director of Launch Management

What You’ll Own

Launch Calendar & Single Source of Truth

• Own and maintain the Launch Calendar as the authoritative record for all active and upcoming launches — accountable for its accuracy and health.
• Serve as the front door and source of truth for every active launch; when anyone in the organization wants to know launch status, you have the answer.

Launch Tiering & Cross-Functional Coordination

• Facilitate the biweekly Launch Tiering Meeting with the Heads of Product Marketing, Enablement, and Product Management — driving to three decisions per review: tier assigned, launch window set, and launch plan created with named owners.
• Ensure the launch process is clearly run for every launch to ensure plans are activated.
• Track org-wide readiness across all functional teams — Product Marketing, Product Management, Engineering, Enablement, Sales, CS, Implementation, RevOps, Support, and Legal — and escalate blockers before they become launch risks.

Visibility, Reporting & Continuous Improvement

• Provide executive leadership and company-wide visibility and reporting on launch status and risks.
• Drive launch retrospectives and own the feedback loop that continuously improves how Second Nature launches — tracking team-level readiness patterns over time.
• Manage readiness across the full launch lifecycle: from pre-launch planning and product readiness through internal enablement, go-live, post-launch monitoring, and retro.

What This Role is NOT

• Not a team management role. No one reports to you. You operate through influence, accountability, and the authority of the launch framework; not headcount.
• Not a project management oversight role. We need someone who personally executes; runs the meetings, drives the system impact briefs, tracks the checklists, and escalates the blockers.
• Not a role that absorbs accountability from other teams. Each functional team owns its own readiness. You hold the system; they own their deliverables.

Key Outcomes

• Reactive post-launch fire drills decrease measurably — fewer surprise re-trainings, process corrections, and operational scrambles after launches go live.
• Cross-functional teams confirm operational readiness before every Tier 1–3 launch — CS, Implementation, Support, Legal, and Sales risks are identified upstream, not discovered mid-launch and are cleared before go-live, not catching up after.
• Launch retrospective findings reduce repeat failures — patterns of unreadiness across teams decline over time, not just get documented.
• The CPTO and ELT have accurate, real-time visibility into launch health — confident go/no-go decisions are made on data, not hallway conversations.

About You

• Hands-on product launch execution experience in a fast-paced, multi-product environment; you've managed Tier 1-3 complexity launches, coordinating across many teams simultaneously.
• Deep understanding of the difference between a release and a launch, and between marketing readiness and operational readiness. You know that "done" is not when software ships.
• Experience driving cross-functional accountability without direct authority — you get things done through preparation, structure, and credibility, not title.
• Familiarity with launch tiering systems and complementary operational frameworks. You don't need to have used our exact tools, but you understand why they exist.
• Comfortable representing org-wide launch status to the executive team and the entire company.
• High-growth startup experience. Second Nature is building fast across multiple product lines — you are energized by that, not waiting for it to stabilize.