Vice President, GTM Strategic Programs & Operations

Equinix•Redwood City, CA

6d•$248,000 - $372,000•Onsite

About The Position

The VP, GTM Strategic Programs & Operations is the single accountable business owner for the Lead-to-Cash (LTC) program and the primary CRO-side counterpart to the CDIO program lead. While the CDIO organization owns technology delivery, this role ensures the business is prepared at every stage: that scope decisions reflect CRO priorities, that design sign-offs are grounded in requirements, that testing is thorough, and that go-live decisions are made with full visibility into business risk. The role reports to the SVP of GTM Ops within the CRO organization and owns the CRO-side program budget, including headcount and vendor resources.

Requirements

Deep program or project management experience, with at least 5 years leading cross-functional programs at a senior level
Proven experience leading the business side of a major systems transformation or implementation, with accountability for scope, readiness, and organizational adoption rather than technology delivery
Track record managing revenue operations programs that span multiple CRO functions, such as sales, marketing, renewals, customer success, order management, or billing
Experience building and leading a dedicated program team while coordinating matrixed contributors who carry competing day-job responsibilities
Budget ownership experience, including headcount planning and vendor management at the program level
Track record facilitating executive-level prioritization decisions, managing escalations, and maintaining stakeholder alignment through extended program complexity
Ability to operate in high-ambiguity environments where scope, timelines, and resource constraints shift
Executive presence and credibility with senior stakeholders, able to frame trade-offs crisply and drive go/no-go decisions without escalation becoming the default
Structured decision-making under pressure, with the judgment to distinguish a genuine business risk from a delivery inconvenience
Fluency in translating between business requirements and technical solution design, conversant enough with system architecture to challenge design decisions, without owning delivery
Facilitation and conflict resolution skills across competing functional priorities, driving to a decision rather than a compromise that satisfies no one

Responsibilities

Lead a dedicated team: Technical Program Manager, Business Architecture & Scope Lead, Business Readiness Lead, Solution Design Lead, and Continuity/Change Lead
Indirectly manage Business Context Experts allocated 25-30% of their time to the program, representing Marketing & Lead Generation, Pipe & Forecast Management, Renewal Management, Quote Management, Order Management, Service Delivery (CSM/SM), Customer Support, Account & Territory Management, and Sales Compensation
Own the CRO-side program budget, covering headcount, dedicated resources, and vendor allocations
Serve as the single CRO counterpart and CROLT proxy to the CDIO program lead and the escalation path for cross-priority conflicts that cannot be resolved at the team level
Convene business stakeholders across CRO domains to determine scope by functional area, ensure business logic and requirements are documented, and resolve conflicts when domain priorities compete
Drive sequencing and prioritization decisions across the nine functional areas, balancing business need with organizational capacity
Prevent premature scope expansion by coordinating resolution of open scope questions before design advances
Ensure Business Context Experts and the Solution Design Lead are engaged at each design stage, with formal business signoff secured before designs are finalized
Flag design drift early and maintain traceability between business requirements and solution decisions
Define success metrics and readiness criteria by domain, working with the Business Readiness Lead and functional experts
Ensure testing plans are adequately scoped and resourced across all CRO domains; confirm defects are resolved to business standards before go-live is considered
Lead senior stakeholder alignment on go/no-go decisions and align the organization on execution once a decision is made
Drive organizational alignment before, during, and after go-live so the transformation is adopted as a business change, not simply a technology deployment
Surface business risk across domains, maintain workable co-existence strategies and fallback plans, and facilitate risk-based reprioritization when program conditions change
Represent the CRO organization's risk posture in joint program governance with the CDIO organization and executive leadership