Enterprise Deployment Manager

An enterprise customer can agree to move forward and still have a long way to go before their team gets value. Access, rollout planning, stakeholder decisions, training, and unexpected constraints all need an owner. When each of those threads lands on the founder or an engineer by default, the deployment slows down and product work loses focus.

You will lead that path end to end. The job is to understand what the customer needs to start using Pantheon, create a practical plan with the people doing the work, and keep it moving until the product is in real use. You will be close enough to the technical detail to identify a true product blocker, and organized enough to resolve the many issues that do not require a code change.

• Deployment plan and scope. Turn an agreed customer commitment into owners, milestones, prerequisites, acceptance criteria, and a realistic go-live path.
• Customer coordination. Run working sessions with customer operators, technical stakeholders, and decision-makers. Keep expectations accurate and make the next step clear on both sides.
• Implementation readiness. Coordinate access, configuration, data preparation, training, and support arrangements with the customer and Pantheon team. Record decisions and risks before they become launch surprises.
• Engineering handoff. Bring reproducible blockers and clear priorities to core engineering. Track resolutions, verify the customer outcome, and protect engineers from becoming the default project managers for every rollout.
• Go-live and adoption. Own launch readiness, the first-use experience, issue triage, and the early follow-up that shows whether the deployment is working.
• Repeatable delivery. Turn the lessons from each rollout into a better checklist, customer guide, and internal playbook while keeping room for customer-specific needs.

The COO owns new business, commercial and partner relationships, and company operating priorities. You take the lead once an enterprise deployment has a defined customer commitment, and you keep the COO informed about scope, risk, and relationship implications. The Technical Product Manager owns product priorities; engineers own technical design and implementation; the Infrastructure & Release Engineer owns release safety. You coordinate across them and remain accountable for the customer's rollout.

When a request is genuinely new product work, bring evidence and a recommendation to the product team. When it is an implementation or communication problem, solve it with the customer and the operating team.

• You have led business-to-business software deployments or complex customer implementations through go-live and early adoption.
• You can build a credible plan with both technical and non-technical stakeholders and keep it current when reality changes.
• You understand access, data, security review, training, and support as parts of one customer rollout.
• You can diagnose a problem well enough to bring engineers a clear account of what failed and what the customer needs.
• You communicate precisely, follow through without being chased, and handle sensitive customer information with care.
• You are based in the United States or Canada and can overlap with customer and team working hours.

• You have brought an enterprise customer from signed commitment to sustained use when the product and delivery process were still evolving.
• You have worked through procurement, security, or multi-team rollout constraints without turning every obstacle into a feature request.
• You can show a deployment playbook you built from real customer work and explain what you changed after a difficult launch.
• You have earned trust from both customer teams and engineers by making commitments accurate and blockers actionable.

We are a small, distributed team with direct access to customers and to the people building the product. You will report to the founder and work closely with the COO, product manager, and engineers. Expect to run customer conversations, maintain the deployment plan, and step into the details when a rollout needs it.

Success means customers reach useful adoption on a clear timeline, risks are surfaced early, and core engineering can focus on product work while still getting the context it needs to solve real deployment blockers.

The package will combine cash compensation and meaningful equity. We will align on expectations early in the process.

1. A conversation with the founder about the role and deployments you have owned.
2. A walkthrough of a rollout you led, including a difficult technical or stakeholder decision.
3. A paid, scoped working discussion around a realistic enterprise deployment plan.
4. A final conversation on the mandate, compensation, and your questions.