GTM Strategic Program Manager

We are HCSS. For the last 40 years, we have been developing software to help construction companies streamline their operations. Based in Sugar Land, TX, our mission is helping customers achieve excellence through our proven customer-centric, end-to-end solutions and exceptionally helpful service, while providing a great life for our employees. With this mission at the core of everything we do, HCSS is a pioneer and leader in the construction software space and a consistently recognized employer. We have earned Best Companies to Work for in Texas honors for 18 consecutive years and have been named a USA Today Top Workplace. HCSS has also been recognized by Built In as a Best Place to Work in Greater Houston and by Construction Executive for our technology innovation, reflecting our strong culture, industry leadership, and commitment to excellence.WHO WE NEED: GTM transformations fail not because the strategy is wrong but because the change management, coordination, and enablement work does not keep pace with the technical work. The Strategic Project Manager exists to close that gap.This role is the operating partner to the VP RevOps and the AI GTM Engineer. Where the AI GTM Engineer builds the systems, the Strategic Project Manager ensures the organization is ready to adopt them, equipped to use them, and held accountable to the outcomes they are supposed to produce. You own the program plan, the cross-functional workstream coordination, the change management framework, and the enablement infrastructure that makes new tools and new ways of working take <hold.You> will work across Sales, Sales Engineering, Customer Success, Marketing, RevOps, and ESS — as well as with external vendors during platform evaluations and rollouts. This requires someone who is equally comfortable in a strategy conversation with a Sales Director and requirements review with a Salesforce admin. You do not need to be technical, but you need to understand what the technical work produces and translate that into clear communication and enablement for non-technical stakeholders.This role reports directly to the VP GTM Strategy & Operations and is a key member of the GTM leadership team.Qualifications:4+ years managing complex, cross-functional programs in a B2B SaaS or technology company. Experience managing programs with real organizational consequences — not just feature releases or marketing campaigns. PMP, PgMP, or equivalent structured PM methodology preferred. Demonstrated experience leading change management for technology deployments or org redesign initiatives. Understands how to segment stakeholders, sequence communications, and measure adoption — not just announce changes and hope they stick. Proven ability to drive alignment and decisions across teams with competing priorities and no direct reporting relationship. Knows when to escalate and when to push for resolution at the working level. Can write a crisp, accurate executive summary and present program status to a VP or C-level audience without over-explaining or underexplaining. Equally effective in a detailed working session with an ops team. Understands the mechanics of a B2B revenue organization — how sales, marketing, customer success, and RevOps interact, what drives pipeline, and what "good" looks like across these functions. Does not need to be a former seller but needs to understand the environment. Preferred Qualifications:Experience in a high-growth SaaS or PE-backed organizationPrior involvement in enterprise architecture planning or digital transformation initiativesProject Management Professional (PMP), Certified ScrumMaster (CSM), or Six Sigma certificationFamiliarity with data warehouse platforms (e.g., Snowflake, Redshift) or analytics tools (e.g., Tableau, Power BI)Experience leading platform consolidations, system deprecations, or large-scale enterprise migrationsWorking knowledge of ITIL practices and enterprise support frameworksProven experience negotiating and managing large-scale SaaS contracts and renewalsStrong change management skills with a track record of driving user adoption across technical and non-technical teamsRole Responsibilities:GTM Transformation Program ManagementOwn the master program plan for the GTM team – key projects and enablement tracks, specifically. Maintain the full workstream view across various projects to track dependencies and gates, and surface risks before they become blockers. This is not light project coordination — the program has real consequences for headcount, systems, and customer relationshipsMaintain the master project plan, phase timelines, and gate criteria across all six workstreamsRun the weekly program status cadence: delegate as-needed to prepare materials, facilitate the meeting, capture decisions and actions, distribute follow-upsMaintain the Task Tracker as the authoritative source for program task status, ownership, and target datesProduce the executive program summary for VP RevOps and senior leadership on a bi-weekly basisChange ManagementThe GTM Transformation Program touches every sales support function at HCSS. SDRs, Sales Engineers, Sales Enablement, and Marketing are all affected — some modestly, some significantly. Without structured change management, the transformation will generate resistance, confusion, and adoption gaps that undermine the ROI of the technical work. This role owns the plan to prevent that.Develop and maintain the change management framework for the program: stakeholder mapping, impact assessment by function, communication plan, and adoption measurementOwn all program communications to affected teams — framing changes in terms of what they mean for each audience, not just what is technically happeningCoordinate with HR and Sales leadership on timing and sequencing of org-level announcements, particularly around the CS restructuring and SDR/SE role evolution — ensuring no restructuring communication goes out before the operational proof points are establishedIdentify resistance early through structured feedback loops (manager check-ins, rep surveys, Gong usage data) and escalate to VP RevOps before resistance hardensEnsure every impacted team member understands their role in the new model before the change affects them — not afterCross-Departmental CollaborationMany of the highest-stakes decisions in this program require input and buy-in from teams that do not report to RevOps: Sales Directors, CS Leadership, Marketing Ops, HR, HCSS IT, and ESS. The Strategic PM is the primary facilitator of that cross-functional work — creating the conditions for good decisions to be made, and ensuring those decisions are executed across organizational boundaries.Facilitate the Sales Methodology design workshops with Sales Directors and Sales Enablement — prepare team, capture outputs, and drive the framework to completionPartner with HCSS IT & Cloud development on the data warehouse integration roadmap — track connection priorities, surface dependency risks, and ensure GTM data source requirements are communicated clearly and on scheduleEnablement InfrastructureNew tools and new processes fail when the people expected to use them have not been properly prepared. The Strategic PM owns the enablement layer that sits between "the system is live" and "the team is using it effectively." This includes training programs, documentation, certification structures, and the feedback loops that tell you whether adoption is happening.Develop and execute the enablement plan for each major program milestone: Gong Dialer rollout, HCSS Way methodology launch, and AI agent activationsBuild and maintain the program's internal knowledge base — process documentation, tool guides, FAQs, and quick-reference materialsDesign and run the manager certification program for the HCSS Sales Methodology: ensure every Sales Director and frontline manager can coach to the HCSS Way framework before it is rolled out to their teamsEstablish and track enablement metrics for each rollout: tool adoption rates, scorecard completion rates, training completion rates, and behavioral change indicators from Gong dataRun post-implementation reviews after each major go-live — capture what worked, what did not, and what needs adjustment before the next phaseTravel Requirements:Occasional travel may be requiredBENEFITS & PERKS:Part of our mission is to provide a great life for our employees. We believe that when our people are happy, they do their best work. Some of the benefits and perks we offer include:Flexibility to work RemotelyMedical, dental, and vision coverage with company-paid and employee-paid optionsPaid holidays, sick days, and personal time offEmployee Resource Groups (ERGs) that foster connection and inclusionOn-site amenities including a covered basketball court, soccer field, track, pickleball/tennis courts, gym, etc.Dog-friendly campus and WiFi-accessible courtyards401(k) with a 5% company matchCoverage for employee professional development and wellnessAnd more!