Mercury - Staff Design Operations Program Manager

• Set and run Design Ops' strategy: Own the strategic direction for Design Ops (where the function needs to go, why, and what we're deliberately not doing), and drive it through execution yourself, from roadmap to delivery. • Set and run Design Ops' strategy: • Own Design's AI-first point of view: Set the strategy and decision framework for how Design adopts AI tooling and reshapes its process, in partnership with Design Leaders and Product Ops. Be ready to build yourself: the skills, agents, and workflows designers will use day to day. Partner with Procurement to secure access to new tools. • Own Design's AI-first point of view: • Architect systems that scale: Design, build, and run the operating system that lets the design org keep scaling year over year without adding overhead. Keep processes lightweight: introduce only what's needed to advance quality and give the team visibility. • Architect systems that scale: • Set and execute the design culture strategy: Define what culture and quality rituals should exist (all-hands, onsites, team rituals) and the outcomes they need to drive, then own the execution, looping in design managers or cross-functional partners for support. • Set and execute the design culture strategy: • Build and run Design's external presence strategy: Own the strategy for how Mercury Design shows up externally to support hiring and brand, and drive execution, from content to events to award submissions in partnership with the Comms team. • Build and run Design's external presence strategy: • Define and run onboarding & enablement: Set the strategy and quality bar for how new designers ramp, in partnership with EPD Ops, and own the programming. • Define and run onboarding & enablement: • Be the cross-functional connective tissue: Build relationships across Product Ops, Research Ops, Eng Ops, and design leadership that make you a first call on ambiguous, cross-functional problems. Break down silos, navigate competing priorities, and move multi-stakeholder programs to a conclusion, including with executive partners. • Be the cross-functional connective tissue: • Be a strategic thought partner to the VP of Design and design managers: Bring an independent point of view to conversations on team health, quality, and priorities, and translate design leadership's goals into Design Ops' strategy and roadmap. • Be a strategic thought partner to the VP of Design and design managers: • Define what gets measured: Set the success metrics and reporting cadence for design programs across the org, and use them to make the case for where to invest next, including additional Design Ops headcount as the function's remit grows. • Define what gets measured: