Staff Program Manager, CCO Programs

GitLab is the intelligent orchestration platform for DevSecOps. GitLab enables organizations to increase developer productivity, improve operational efficiency, reduce security and compliance risk, and accelerate digital transformation. More than 50 million registered users and more than 50% of the Fortune 100* trust GitLab to ship better, more secure software faster. The same principles built into our products are reflected in how our team works: we embrace AI as a core productivity multiplier, with all team members expected to incorporate AI into their daily workflows to drive efficiency, innovation, and impact. GitLab is where careers accelerate, innovation flourishes, and every voice is valued. Our high-performance culture is driven by our values and continuous knowledge exchange, enabling our team members to reach their full potential while collaborating with industry leaders to solve complex problems. Co-create the future with us as we build technology that transforms how the world develops software. * Fortune 500® is a registered trademark of Fortune Media IP Limited, used under license. Claim based on GitLab data. Fortune 100 refers to the top 20% ranked companies in the 2025 Fortune 500 list, published in June 2025. Fortune and Fortune Media IP Limited are not affiliated with, and do not endorse products or services of GitLab. An overview of this role You'll be the Staff Program Manager, CCO Programs, running the cross-functional initiatives on the Chief Customer Officer's (CCO) priority list. These programs include go-to-market transformation, retention and renewal motions tied to major annual recurring revenue (ARR) goals, the field-to-product feedback loop, and executive engagement with our highest-value accounts. You'll turn executive intent into workstreams, coordinate senior stakeholders across Sales, Customer Experience, Product, Marketing, Renewals, Professional Services, Data, and Enablement, and make the tactical calls that keep the portfolio honest. This is a founding seat reporting to the CCO while the broader Programs function is built, and the reporting line may evolve as the team scales. In your first year, every CCO-level program will have a clear owner other than the CCO, leadership will trust your data-grounded view of program health, and the portfolio will deliver measurable business outcomes. What you'll do Own execution and business outcomes across CCO-level programs, including go-to-market transformation, renewal and retention motions, product feedback loops, and executive sponsorship for top accounts. Turn CCO direction into workstreams with clear owners, dependencies, and timelines. Coordinate senior stakeholders across Sales, Customer Experience, Product, Marketing, Renewals, Professional Services, Data, and Enablement, holding them accountable without direct authority. Surface stalled work, unowned risks, and slipping timelines so the CCO has a reliable, real-time view of the portfolio. Recommend scope changes, re-sequencing, or ending a program when it is not delivering value. Drive follow-through from executive meetings by tracking decisions and action items to completion. Track program health using data, connect execution to retention, expansion, adoption, and ARR outcomes, and communicate executive-ready narratives. Build shared standards for tracking, reporting, and handoffs, and iterate plans with functional leaders based on field feedback. What you'll bring Experience leading complex, cross-functional strategic programs at the executive level and turning ambiguous direction into delivered outcomes without a fully scoped brief. Experience in Customer Experience, go-to-market, or revenue-facing functions such as Customer Success, Renewals, Sales, or Revenue Operations, with fluency in retention, expansion, and adoption motions and how they contribute to ARR. The ability to influence senior stakeholders, including executives, and hold them accountable to commitments without formal authority. Judgment to make high-stakes tactical recommendations under ambiguity, including when data supports changing direction or ending a program. Data fluency to assess program health, diagnose where work is breaking down, and recommend a data-informed next step. Strong written and verbal communication, with the ability to move between an executive-ready narrative and execution-level detail. Comfort operating without established infrastructure and helping build the function's operating model. Reli