Tenable, Inc. - Senior Manager, Services Portfolio & Learning Architecture

• The Senior Manager, Services Architecture & Education leads the Portfolio Architects within the Global Services Portfolio, serving as the strategic link that converts overarching portfolio strategy into technically credible consulting services and end-to-end Education programs. Carrying a dual mandate, this role is accountable for leading an experienced team of technical experts through an evolving operating model while acting as the authoritative technical design voice across the entire Global Services suite. • This position owns service design, Education strategy, offering creation, the On-Demand Training (ODT) and Instructor-Led Training (ILT) curricula, and the Training Subscription model. The Senior Manager builds, standardizes, and scales the creation and maintenance engine necessary to keep all consulting offerings and educational content continually aligned with Tenable’s rapidly evolving product roadmap, feature releases, and version retirements. • Working with minimal supervision as a key member of the Services Portfolio Leadership Team, the Senior Manager sets high-bar technical and instructional standards, balances team capacity across creation, optimization, and lifecycle maintenance, and collaborates seamlessly with cross-functional leadership—including Portfolio Strategy & Innovation, Portfolio Enablement & Creative, Program Management, and PS Product Champions—to drive portfolio adoption and operational excellence. • ORGANIZATION STRUCTURE: • Reports to: Senior Director, Services Portfolio • Direct reports: Portfolio Architects (Associate Services Architects, Services Architects, and Senior Services Architects) • Your Opportunity: • Your Opportunity: • Service Design & Offering Creation • Service Architecture: Own the architecture, methodology, scope, and outcomes of consulting service offerings, and the technical requirements and validation behind them. Each offering has a named Services Architect who owns its technical design, with the Manager accountable. • Service Architecture: • Offering Creation: Direct the creation of net-new offerings and Education against the quarterly roadmap set by Portfolio Strategy & Innovation, and lead improvements to existing services alongside the Portfolio Strategy & Innovation Lead. • Offering Creation: • Technical Substance: Make sure the team owns the technical, service, and Education substance of its work, and that the content is accurate before it is handed to Portfolio Enablement & Creative for writing and design. • Technical Substance: • Standards & Quality: Set and maintain service design, content, and lab standards and templates, and review the most strategic offerings before release. • Standards & Quality: • Education Strategy & Training Subscription • Education Strategy: Set the direction for Professional Services Education across on-demand (ODT), instructor-led (ILT), and hybrid delivery. • Education Strategy: • Curriculum Ownership: Be accountable for the TRG master curriculum and the ODT and ILT source content, including review on a defined cadence and consistency between delivery formats. • Curriculum Ownership: • Training Subscription: Direct the priorities and evolution of the Training Subscription and track its adoption. • Training Subscription: • Education Authoring: Ensure Architects author and maintain Education content, including in Articulate, to the standard required for technical accuracy and sound learning design. Work with Portfolio Enablement & Creative, where digital learning production needs specialist support. • Education Authoring: • Education Governance: Work with the Education Governance Lead on standards, approvals, versioning, and controls. The Manager owns the Education strategy, and Governance owns the controls. • Education Governance: • Portfolio Maintenance & Lifecycle • Maintenance Health: Be accountable for overall maintenance health across services and Education. Run maintenance as a formal lifecycle (identify, triage, assign, update, validate, publish, communicate, close) carried out by named asset owners, without creating a permanent maintenance team. • Maintenance Health: • Capacity Allocation: Allocate team capacity between creating, improving, and maintaining content, and report the mix, overdue maintenance, and retirements at the quarterly portfolio review. • Capacity Allocation: • Roadmap Alignment: Work with Product Management and Portfolio Strategy & Innovation to plan updates well ahead of product release, and to decide what to refresh, retire, or replace. • Roadmap Alignment: • Feedback Loop: Act on maintenance and improvement items routed from field feedback triage and the PS Product Champions Forum, and close the loop visibly with the field. • Feedback Loop: • Team Leadership & Delivery • People Leadership: Recruit, onboard, manage, and develop the Portfolio Architects, including performance management and career progression across the Associate, Services Architect, and Senior Services Architect levels. • People Leadership: • Change Leadership: Lead the team through the move to the new operating model, including the transition of long-tenured team members, and set clear expectations for the Architect role. • Change Leadership: • Capability Building: Build team capability in service design, Education design, and delivery, and in the use of modern authoring and AI-enabled production approaches. • Capability Building: • Delivery Oversight: Oversee dependencies, costs, and schedules across team projects, assess risks, and take corrective action to ensure on-time, within-budget delivery. • Delivery Oversight: • Budget: Manage the team’s budget and make the case for resources, tooling, and lab environments. • Budget: • Protecting Creation Time: Protect focus time for the team, including the Friday focus day, so that deep creation and maintenance work is not displaced by meetings. • Protecting Creation Time: • Leadership & Cross-Functional Engagement • Portfolio Leadership Team: Contribute to the weekly Portfolio Management Call, bringing creation, Education, maintenance, capacity, and the decisions required, and to the quarterly portfolio review. • Portfolio Leadership Team: • Strategy & Innovation: Work with the Portfolio Strategy & Innovation Lead on the annual and quarterly roadmap, business cases, and launch readiness, providing technical and Education input. • Strategy & Innovation: • Enablement & Creative: Work with the Portfolio Enablement & Creative Manager on briefs, handoffs, and review cycles to ensure creative output includes accurate technical content. • Enablement & Creative: • Program Management: Work with the Portfolio Program Manager on milestones, dependencies, and launch readiness. • Program Management: • PS Product Champions: Use the PS Product Champions to validate content and to maintain delivery playbooks, worksheets, and guidance, with Architects validating where needed. • PS Product Champions: • Stakeholders: Interface with leaders in Product, Customer Success, Customer Care, Sales, and Partners, including direct customer and partner engagement where needed. • Stakeholders: • Escalations: Act as the senior escalation point for portfolio content issues that the team cannot resolve. • Escalations: