Senior Project Manager (Marketing)

RAD Intel•San Francisco, CA

4d•Remote

About The Position

The collaborative role manages plans, timelines, owners, and weekly priorities across web builds, content, creative, video, and campaign deliverables across RAD Intel’s Holding Company Marketing Team. The role supports work tied to new acquisitions, spinoffs, events, and launches, coordinating internal teams and external partners to keep projects moving forward without friction. This role focuses on workflow and delivery, managing timelines, dependencies, and vendor accountability, proactively identifying risks and escalating issues with clear options and recommended paths forward.

Requirements

5+ years of project management experience in fast paced environments
Proven ability to manage complex, multi workstream initiatives
Strong judgment around prioritization and trade offs
Experience owning accountability across teams and vendors
Excellent communication and stakeholder management skills
Comfortable operating with ambiguity and shifting priorities
Management tools: Asana, or similar

Nice To Haves

Experience managing multiple brands, business units, accounts
Background in marketing, media, or technology
Experience in startup or high growth environments

Responsibilities

Own day-to-day project management across the Holding Company brand team, including work tied to new acquisitions, spinoffs, events, and launches across the portfolio.
Turn leadership direction into clear project plans, timelines, owners, and weekly priorities across web, content, creative, video, and campaign deliverables.
Manage workflow coordination only for web builds and marketing initiatives, handoffs, dependencies, QA windows, and launch readiness, without owning strategy or production.
Coordinate cross-functional teams and allocate internal and external resources across competing initiatives to meet deadlines.
Manage vendors, agencies, and freelancers with clear expectations, accountability, and follow-through.
Proactively identify risks, blockers, and bottlenecks, escalate early with proposed solutions, and flex into new project management needs as leadership priorities evolve.