Transformation Program Lead

Equinix•Redwood City, CA

9d•$118,000 - $212,000•Hybrid

About The Position

The Transformation Program Lead establishes and runs the operating system model, business processes, and tools that keeps the channel transformation two steps ahead — building, maintaining and providing visibility to all workstreams, milestones, RAG status reporting, dependencies, risks, blockers, requests and the required meetings/cadences required to manage it all. This is an execution and operationalization role, the ideal candidate thrives on structure, discipline, and follow-through — with deep experience running enterprise PMOs or transformation offices inside a fast-moving, matrixed organization.

Requirements

5–8+ years running PMOs, transformation offices, or enterprise program management in a matrixed organization
Experience building and running milestone/status tracking systems (traffic-light reporting, dependency trackers) across multiple leaders or teams
Experience designing and protecting operating cadences for senior executives – familiarity with Stafford Beer's Viable Systems Model desired
PMP, PgMP, or equivalent program management certification preferred
Experience working directly with SVP/C-suite stakeholders and holding senior leaders accountable
Background supporting Sales, Channel, Partner, or GTM organizations preferred

Responsibilities

Build and maintain the required templates: Milestone and traffic-light status against plan; Dependencies, asks, and who needs to be kept informed
Run the recurring refresh cycle so every leader's status is current and ready for sharing to the SVP & CRO
Flag “at risk” milestones early and escalate through the right channel before they become surprises
Own the cadence architecture — weekly cadence/monthly/executive review steercos as well as all agendas, pre-reads, and follow-ups
Ensure every session has a clear owner, a decision log, and closed-loop follow-through on action items
Optimize every call — no meeting happens without a purpose, an owner, and a next step
Maintain the ask/dependency tracker for each channel workstream — what's owed, by whom, by when, and who needs to be kept informed
Chase open commitments to closure; escalate stalled dependencies before they block delivery
Hold leaders accountable to their own commitments without requiring the VP to chase each one personally
Partner with the VP Strategy & Transformation to translate the operating-system design into simple, repeatable templates
Continuously refine templates based on what leaders actually use versus ignore
Build the toolkit once, rather than reinventing it per leader or per cycle
Prepare the consolidated view for the Channel SVP, Channel LT & CRO — status, risk, and dependencies — rolled up across every priority and factory
Make reporting airtight enough that the VP can operate as architect, not operator
Own the single source of truth for transformation status; no leader should be surprised by what's on the tracker