Program Manager, Partnerships

At Braze, we have found our people. We’re a genuinely approachable, exceptionally kind, and intensely passionate crew. We seek to ignite that passion by setting high standards, championing teamwork, and creating work-life harmony as we collectively navigate rapid growth on a global scale while striving for greater equity and opportunity – inside and outside our organization. To flourish here, you must be prepared to set a high bar for yourself and those around you. There is always a way to contribute: Acting with autonomy, having accountability and being open to new perspectives are essential to our continued success. Our deep curiosity to learn and our eagerness to share diverse passions with others gives us balance and injects a one-of-a-kind vibrancy into our culture. If you are driven to solve exhilarating challenges and have a bias toward action in the face of change, you will be empowered to make a real impact here, with a sharp and passionate team at your back. If Braze sounds like a place where you can thrive, we can’t wait to meet you. The Role The Partnerships department operates in a fast-paced environment with a lean team. Key priorities arise from major events like SKO or Forge Partner Day, cross-functional initiatives, and urgent executive inquiries. Top-tier partnership teams require a dedicated program manager to own these priorities, drive execution, and maintain clear visibility into project status, blockers, and ownership. Operating across the entire department rather than within a single partner segment, this role collaborates across every functional pillar. Key responsibilities centre on establishing clear workstream visibility and managing high-priority ad-hoc projects. This includes maintaining an accurate single source of truth for ongoing department initiatives, supporting program management for flagship events such as SKO, Forge Partner Day, and the departmental kick-off, and partnering closely with the AVP, Partner Experience to maintain the departmental operating rhythm—encompassing OKRs, business reviews, strategic narratives, All Hands meetings, and internal communications. Rapid growth has outpaced formal tracking, leaving initiatives reliant on informal ownership and tracking. We need a program manager to establish structure, seamlessly manage diverse workstreams, and build lasting, repeatable processes. Success is defined by delivering high-quality projects on time and maintaining clear, transparent visibility into overall department status. What You'll Own • Workstream visibility. Maintain one view of cross-departmental initiatives: owners, status, dependencies and risks, with Jira as the source of truth. Run regular check-ins that keep it honest, raise concerns before they become surprises, and give leadership a clear picture of what is moving and what is not. • Ad-hoc and flagship projects. Take projects from brief to delivery: agree scope and owners, build the plan, chase the dependencies, manage the timeline and run the follow-up. • Company moments such as SKO and Forge Partner Day. Support the Partnerships contribution to events where the department is on stage. This may include working with leadership on the narrative and theme, briefing speakers, gathering content from pillar leads and coordinating with Marketing and Events. • Cross-functional initiatives. Drive initiatives that cut across teams and need a single owner for delivery, such as moving a process from one team to another or launching a change that touches several pillars. Clarify who does what, keep the work moving and close it out properly. • Operating rhythm. Support the department's OKRs, monthly and quarterly business reviews, quarterly narratives and monthly All Hands. Build the trackers and templates, chase inputs, prepare pre-reads and help run the sessions, so that leaders spend their time on decisions. • Communications and PR-FAQs. Support the cadence of department updates and the PR-FAQ tracker for major launches, so that format, tone and timing stay consistent and status is honest. • Planning and engagement. Support the SVP, Partnerships and Partner Operations team with annual planning, and the follow-up from the employee engagement survey in Culture Amp: tracking actions through to completion and reporting back on what changed. • Salesforce alignment. If the acquisition of Braze by Salesforce completes, help plan and track the work to bring the Braze partner program in line with the broader Salesforce partner program and ecosystem, and keep it visible alongside everything else in flight. What This Role Is Really About A department our size can't hire a specialist for every function, and shouldn't. What it needs is someone who can pick up whatever matters most this month, run it properly and leave something behind that works without them. One month that is the narrative and run of show for Forge Partner Day. The next it is an initiative that three teams each assume another team owns. The through-line is visibility: whatever you are working on, people can see where it stands. You will not own the content or the decisions. Pillar leads own their numbers and their stories, and leadership owns the choices. You own the delivery and the clarity around it. That means asking the question that exposes a gap in a plan, noticing when a deadline will slip a week before it does, and telling a leader that their narrative buries the lead. You do this without formal authority, and you earn trust by making everyone else's job easier. You will also see things that are sensitive: survey results, plans in progress, changes to the organisation. Discretion is part of the job. How We Show Up • Drives ownership to completion. You step in to claim unassigned initiatives, assign clear accountability, and steer them through to successful execution. • Communicates with clarity and impact. You distill complex updates into concise, actionable briefs for leadership and facilitate de