Director, Martech Operations

GEICO•New York City, NY

1d•Hybrid

About The Position

The Director, MarTech Operations reimagines what technical program management looks like inside a marketing organization where the most important initiatives don’t arrive on an annual roadmap — they show up every week, often with no plan yet attached. This role is the delivery engine behind GEICO Marketing’s most important technical and data-driven programs: turning ambiguity into team design and clear delivery plans, partnering with the Marketing Systems Design and Technology teams on marketing use cases and roadmaps, and keeping a fast-moving portfolio of programs on track to their key dates. This is a builder’s role, not an administrator’s. We’re looking for someone who wants to reinvent program management itself — bringing the speed, tooling, and AI-native ways of working of a modern technology company into a complex enterprise environment, and creating the velocity marketing needs to keep pace with how fast AI and martech are moving.

Requirements

Experience in a fast-moving technology or AI company (e.g., Google, OpenAI, or similar) leading program or project management for marketing- or product-adjacent initiatives; background in modern, high-velocity delivery environments is valued as much as traditional enterprise PMO experience.
Track record standing up and leading teams around ambiguous, fast-emerging initiatives, including team design and role clarity.
Deep fluency in AI and marketing technology, with experience evaluating and deploying new AI/martech tools quickly.
Experience building or reinventing program and project management ways of working, not just administering an existing methodology.
Strong program-level dependency and portfolio management skills across multiple concurrent, high-stakes initiatives.
Excellent stakeholder management; able to partner with systems design and engineering teams on delivery planning without owning technical architecture.
Excellent communicator, able to build momentum and confidence across technical and non-technical audiences alike.

Nice To Haves

An agile-native builder who reimagines how program management works rather than running the standard playbook.
Deep in AI: fluent in how AI and modern martech are reshaping marketing, and energized by helping the organization move at that pace.
Comfortable creating structure and team design out of ambiguity — thrives when a project shows up with no plan yet attached.
A momentum-builder: rallies teams, keeps them moving, and translates energy into delivery.
A fluent translator between business, marketing, and technical/systems design teams, without needing to own the technical architecture personally.

Responsibilities

Build a new model for technical program management designed for a portfolio that changes weekly — where major AI, data, and martech initiatives emerge continuously rather than on a fixed annual cycle.
Design the agile, high-velocity delivery system — rituals, tooling, and decision-making — that lets the organization move at the speed AI and martech are moving, not the speed of a traditional PMO.
Treat the delivery model itself as something to continuously reinvent rather than a fixed process to administer, retiring what’s slow and scaling what creates velocity.
Use AI tools and agents within program management itself to increase the speed and quality of planning, tracking, and reporting.
Take ambiguous, newly-forming initiatives and quickly stand up the right team design — pulling together the right people, defining roles and ownership, and giving a gray-area project real shape.
Create clarity of roles and decision rights within each program so teams know who owns what from day one.
Build and sustain momentum across projects and teams — unblocking, re-energizing, and keeping cross-functional groups moving through ambiguity and change.
Serve as the connective tissue for teams stood up quickly around emerging priorities, giving them structure without slowing them down.
Partner deeply with the Marketing Systems Design and Technology teams to turn strategy into concrete project plans, marketing use cases, and delivery roadmaps.
Own the project plan, not the technical architecture: translate what the business and systems design teams are building into milestones, sequencing, and delivery commitments.
Keep every initiative optimizing toward key dates and roadmap commitments, flagging early when scope, sequencing, or resourcing puts a date at risk.
Represent the marketing use case and business outcome in planning conversations with Systems Design and Technology, ensuring delivery plans reflect real marketing needs.
Manage the web of program-level dependencies across concurrent initiatives — sequencing, shared resources, overlapping teams, and competing priorities — rather than deep technical dependencies owned by engineering.
Build and maintain a live view of the transformation portfolio: what’s in flight, what’s landing when, and where programs depend on each other.
Identify and resolve cross-program conflicts before they become delivery risks, escalating only what truly needs executive attention.
Establish lightweight, high-velocity governance — steering touchpoints, milestone reviews, and executive reporting — that keeps sponsors aligned without slowing delivery down.
Build reporting and dashboards that give leadership real-time visibility into portfolio health, key dates, and risk.
Partner with the Change Management team to ensure new tools, processes, and ways of working land with real adoption, not just delivery.