Principal Program Manager: Platform & Product Operations

Autodesk•Novi, MI

12d•$124,000 - $221,430

About The Position

We are seeking a Principal Program Manager to bring clarity, structure, and disciplined execution to our Platform Enablement organization. This role sits at the intersection of strategy and delivery, turning direction into actionable plans and ensuring programs are well-coordinated and consistently deliver meaningful outcomes in a fast-moving environment. An ideal candidate can build relationships, establish trust quickly, and navigate executive-level environments. You will work closely with the Director of Platform Enablement and a principal product manager to shape how we operate, build practical frameworks, and create clarity in areas that are still evolving. Success in this role comes from sound judgment, ownership, and the ability to align people and priorities around a clear path to achieving strategic objectives. At Autodesk, we’re building the tools that help innovators design and make a better world, from buildings and infrastructure to products and experiences used by millions. We believe great outcomes come from strong collaboration, clear thinking, and teams that care deeply about the work and each other. Autodesk offers a flexible, inclusive work environment where people can do meaningful work while growing their careers.

Requirements

8 -12+ years of experience in program management, business analysis, operations, or related roles with substantial delivery responsibility.
AI-forward mindset with demonstrated adoption of AI tools to accelerate execution, communication, and program outcomes.
Demonstrated success leading complex, cross-functional initiatives from early problem framing through execution and measurable outcomes.
Experience using and maintaining program and portfolio management tools, including Airtable, to track work, manage dependencies, and support clear communication and decision-making across teams.
Strong ability to organize complex problem spaces into clear outcomes, plans, and decision paths.
Systems-thinking mindset with the ability to understand interdependencies and downstream impacts.
Strong written and verbal communication skills, including experience working with executive audiences.
Experience working closely with product and engineering teams in modern software development environments.
Comfort learning new technical concepts, tools, and platforms as needed to support effective execution.
Can hold strong opinions loosely, communicate sharply, and inspire confidence through accountability and reliability.

Nice To Haves

Knowledge of the software development lifecycle is a bonus.

Responsibilities

Guide, coordinate and unblock cross-functional programs with multiple workstreams, dependencies, and senior stakeholders, including work with high executive visibility.
Translate leadership priorities into clear outcomes, plans, milestones, decision frameworks, and quality bars appropriate for VP- and C-level audiences.
Keeping leadership abreast of status, strategic shifts, and trends while raising escalations as needed.
Proactively surface tradeoffs and risks, recommend mitigation strategies, and drive timely decision-making before issues escalate.
Ensure initiatives remain aligned to platform strategy, leadership priorities, and clearly articulated success metrics.
Represent the team with VP- and C-level stakeholders, preparing and reviewing executive-ready materials such as deep-dive decks, strategic readouts, and concise status updates.
Establish and evolve fit-for-purpose planning, tooling, and operating rhythms that reduce friction, rework, and executive churn.
Strengthen quality and review mechanisms so high-visibility outputs consistently meet the expected bar.
Lead planning sessions, retrospectives, and onboarding for a small, high-impact team, while managing priorities, dependencies, and risks to ensure consistent delivery.
In the first 30–60 days, foundational artifacts: Centralized program tracker that captures all active work across portfolio of programs, demonstrating visibility, prioritization discipline, cross-functional alignment, and operational rigor across the organization. Establish an operating cadence like including, but not limited to planning rhythm, check-ins, retrospectives, reporting. A stakeholder map with clear ownership and communication paths. A current-state assessment outlining gaps, risks, and dependencies.
By 60–90 days, alignment and visibility: A prioritized roadmap covering team programs, team initiatives, and inner source efforts (built in collaboration with partners). Defined intake and prioritization process for new work. Reporting dashboard or summary (status, risks, progress) used consistently with stakeholders. Recommendations for improvements to a senior-level status reporting tool and meeting series.
By 90 days to 6 months, scaling impact: Formalized program framework that standardizes how work is planned, tracked, delivered, and reported to stakeholders. Dependency and risk management approach that is actively used, not just documented. Improved roadmap with forward-looking visibility (quarterly or longer). Measurable improvements in delivery predictability and stakeholder alignment. Recommendations for longer-term tooling or system adoption, based on observed needs.