Director of Program Management

Daisy•New York, NY

1d•$110,000 - $150,000

About The Position

Daisy is building the future of living. As a full-stack, AI-native property management company for HOAs, co-ops, and condos, we're modernizing one of real estate's largest and most fragmented industries. By combining technology with exceptional service, we deliver greater transparency for boards, more efficient operations, and a better resident experience. In just a few years, we've become the 8th largest property management company in NYC, expanded across the tri-state area, and now manage over 5,000 units and $200M+ in building budgets. Backed by strong growth and recent financing, we're entering our next chapter of growth as we expand Daisy's AI-powered operating model nationwide. Daisy is scaling rapidly—from 250 to 1,000+ buildings, across more markets and acquired portfolios—and our current processes won’t scale with us. The Director of Program Management will close that gap by owning cross-functional programs that make Daisy faster, more consistent, and ready for scale. You’ll define the SLAs and metrics we operate against, build scalable processes, lead portfolio integrations, and create onboarding and training that gets new operators effective in weeks, not quarters. This is program management in the age of AI. Instead of solving scale with more people and more process, you’ll look for ways to use AI, automation, and product to make operations more efficient. You’ll also use AI in your own work to map processes, analyze data, draft SOPs and training, and prototype workflows before involving engineering. You won’t own a department—you’ll own outcomes across departments, using data, clarity, and follow-through to drive change. Reporting to the VP of Operations, you’ll work closely with facilities, property management, finance, product operations, and product and engineering.

Requirements

7+ years in program management, operational excellence, business operations, or process improvement, including experience leading cross-functional programs at a company that scaled fast
Genuine program management craft: you build the plan, hold the milestones, surface risk early, and drive owners who don't report to you
Demonstrated results in operational metrics — you can point to SLAs you defined, processes you implemented, and the before/after numbers that followed
Strong data fluency: you can pull it, question it, and build a clear narrative from it (SQL or a BI tool strongly preferred)
Experience designing training and enablement programs for frontline or field teams
Comfort with workforce planning: capacity modeling, coverage design, and scheduling at scale
Exceptional written communication. Your SOPs, plans, and updates are clear enough that no one needs a follow-up meeting
High ownership and low ego. You chase the loose ends and close them
Judgment about scope: you know which problems are yours to fix, which to route, and which to leave alone
Fluency with AI as an operating tool, not a topic: demonstrable hands-on use in your own work — prompts, prototypes, scripts, or agents you built that removed real work
A default instinct to ask what the system should do before asking who should do it

Nice To Haves

Property management, real estate, field services, logistics, or another multi-site operations business
M&A or portfolio integration experience — you've operationally absorbed an acquired book of business before
Hands-on AI usage in your own work: prompts, prototypes, scripts, or agents that removed work from your plate
Familiarity with ops and automation stacks: Zendesk, Looker, PowerBI, Airtable, n8n, Retool or similar
Lean, Six Sigma, or a comparable process discipline — used pragmatically, not ceremonially
Experience in standing up a function from scratch rather than inheriting one

Responsibilities

Define the service standards Daisy operates against — by department, by task type, by building tier — and get the organization to agree on them
Build the measurement layer that makes performance visible: dashboards, scorecards, and a weekly operating rhythm where the numbers actually drive decisions
Diagnose where we miss: find the root cause, size the impact, and own the fix through to a sustained change in the metric
Map how work really happens today across operations, and redesign the workflows where handoffs, rework, and manual effort are costing us time and quality
Write the SOPs, define the ownership boundaries, and set the escalation paths — then implement them, which is the hard half
Partner with Product Operations and engineering to encode process into our back office, automation, and AI agents rather than into people's memory
Own the operational playbook for onboarding new portfolios and acquired books of business: what happens in week one, month one, and quarter one, and who does it
Build the capacity model that tells us what a given growth plan requires in people, tooling, and process — before we sign, not after
Run the integration programs themselves: plan, milestones, risks, owners, and a clear definition of done
Hold the standard that process gets encoded into systems and agents, not documented into headcount — and make the case with numbers when it can't be
Maintain the automation and agent roadmap for operations alongside Product Operations: what work is being removed next, by when, and what it's worth
Define how humans and agents split each workflow — what the agent handles, where it escalates, who reviews it, and how quality is monitored once it's live
Prototype with AI tools yourself to test a process change before it becomes an engineering request
Redesign roles and team structures around what automation now covers, so growth in buildings doesn't translate one-for-one into growth in headcount
Build the operating cadence for reviewing agent performance the same way we review team performance: accuracy, throughput, escalation rate, and cost per task
Build the training program that takes a new operator from day one to full productivity, with defined competencies and certification rather than shadowing and hope
Own the enablement library: role-based curricula, SOP-linked training, and refreshers when processes change
Make training a measurable input to performance, not a checkbox in the first week
Own scheduling and coverage models across operations, including emergency and after-hours response squads
Ensure every hour of the week has defined coverage, clear ownership, and a path to escalation — across a growing footprint
Balance coverage against cost, and build the forecasting to staff ahead of demand instead of behind it