Compliance Program Manager

Compliance Program Manager

The Compliance Program Manager owns the full lifecycle of compliance frameworks across the organization, from regulatory monitoring and internal program readiness through to the productization and launch of new service offerings. This role is the single accountable owner for knowing what is changing in the regulatory and framework landscape, determining what the organization must do about it internally, and converting qualifying frameworks into repeatable, sellable, deliverable service lines. This is a hybrid compliance and product role. Approximately half the seat is program management: tracking framework requirements, owning internal compliance obligations, maintaining authorization and accreditation readiness, and driving remediation to closure. The other half is product management: business case development, scoping, methodology design, pricing input, enablement, and launch coordination for new offerings. The role is not a people management position but carries cross-functional accountability across PMO, TAC, Sales, RFP, Marketing, and Finance.

Core Responsibilities:

• Compliance Program Ownership
• Productization and Offering Ownership

Right Mindset & Cultural Fit:

This role requires someone who consistently demonstrates:

• You read primary sources rather than relying on summaries, vendor blogs, or secondhand interpretation
• You are comfortable owning an outcome without owning the people who produce it
• You bring a recommendation, not just a problem, and you can defend it with evidence
• You are equally comfortable in a requirements document and in a pricing model
• You move quickly on market opportunity without cutting corners on compliance obligations
• You escalate independence and impartiality questions early rather than working around them
• You write clearly enough that a salesperson, a project manager, and an assessor can all act on the same document
• You align with RSI's Core Values and commitment to quality

Misalignment Indicators:

• Learns about a framework or regulatory change after the market or a client does
• Allows corrective actions, findings, or obligations to sit open without escalation
• Produces offerings that Sales cannot sell or that delivery cannot execute profitably
• Treats productization as documentation work rather than as owning a commercial outcome
• Defers framework interpretation questions upward instead of developing authoritative command of the requirements
• Launches offerings without pricing, staffing, delivery templates, and enablement in place
• Resolves impartiality or independence questions unilaterally rather than routing them to the appropriate authority
• Cannot establish credibility with delivery leads, assessors, or client-facing teams