Vice President, Program Management

Vasion Intelligent Print Automation

Vasion is an intelligent print automation company serving enterprises of all sizes across industries worldwide. Our platform converges print management, output management, and document workflow automation on a single cloud-native architecture, what we call Intelligent Print Automation (IPA).

The majority of enterprise data is unstructured, and much of it flows through print and document processes that have never connected to the systems organizations depend on. Vasion closes that gap: capturing documents at the point of origination, classifying them intelligently, and routing them into whatever workflow the business requires. What used to be a dead end is now a starting point.

With more than 14,000 customers globally, we are a company with a proven platform, a defined category, and a genuine market moment. AI has made the document infrastructure problem impossible for CIOs to ignore, and we are positioned to define the category others are still trying to describe.

Role Overview

This is not a traditional PMO role. Vasion does not need a coordination layer that enforces process compliance and produces status reports. We need someone who can make a complex, fast-moving product organization run on time, at capacity, and with full visibility into what is at risk.

The VP of Program Management owns the throughput of Vasion's product delivery pipeline from initiative approval through successful customer adoption. Program management at Vasion sits at the seam between product and engineering, neutral ground trusted equally by both. You are not the decision-maker on what gets built or how it gets built. You are accountable for whether it gets delivered, and for giving everyone an honest picture of when, at what capacity, and at what risk.

You will report to the CPO and carry a meaningful dotted line to the CTO. You will build and lead a team of Program Managers aligned to Vasion's product domains and the six phases of our PDLC.

What You Will Own

• Delivery schedule and milestone health. Track progress against committed timelines across teams and domains. Surface slippage early, with enough lead time to act.
• Dependency management. Own the cross-team dependency map. Know what is blocking whom, broker resolution, and make interdependencies between pods and domains visible to leadership.
• Capacity planning and throughput reporting. Support the VP of Engineering in maintaining an accurate, real-time picture of team capacity and delivery rate. Account for scope adjustments, change logs, and throughput tracking so that we translate capacity and delivery into honest commitments leaders can plan around.
• Cross-team coordination. Design and own the mechanisms that keep a growing number of autonomous teams coherent without recreating bureaucracy. The coordination architecture you build shapes what ships.
• PDLC governance. Ensure our six-phase, three-gate delivery process has real weight: criteria applied, shortcuts visible, and the process itself evolving as the organization learns.
• Launch readiness. Own the business side of the launch gate in partnership with PM. By the time engineering declares technical readiness, GTM alignment, customer communication, adoption instrumentation, and support enablement all need to be ready.
• AI-augmented workflow design. Help define what program management looks like as AI plays a larger role in how software gets designed and delivered. Planning cadences, dependency tracking, and capacity visibility in a faster-moving environment are all in scope.

What We Are Looking For

• Engineering credibility. You have spent enough time in software engineering organizations to talk to engineers as a peer, understand why architecture decisions create delivery risk, and tell the difference between a team that is struggling and one that is sandbagging. Without this, you will be managed by the teams you are meant to serve.
• AI fluency and curiosity. You are already using AI tools in your own work and thinking seriously about what program management looks like as development velocity increases. The playbook for this does not fully exist yet. We want someone curious enough to help write it.
• Change leadership. You convert skeptics through relationships and results, not authority. Program management works best when engineering sees it as a partner. You will earn that.
• Operational rigor without bureaucracy. You build lightweight systems that give teams visibility and predictability. You know when a process is creating overhead rather than reducing it.
• Communication at altitude. Equally effective in a conversation about delivery risk with the CPO and a conversation about milestone health with a team lead. You know which conversation you are in.