On a Monday morning in March, four hundred employees begin using a new customer service platform. The first line opens at 8:00 a.m. The first customer calls at 8:15 a.m. The customer doesn’t notice a thing.
Exactly as it should be.
That it went this smoothly is no coincidence. Behind the scenes, months of decisions had been made: about integrations, test scenarios, migration timelines, responsibilities, and fallback options. Decisions that had to be made on time, by the right people, with the consequences laid out clearly. Often while four different parties wanted something different.
Someone organized all of that. That is what this role is all about.
Where you’ll be working
Pegamento sets up the customer contact environment for medium-sized and large organizations. We bring together telephony, digital channels, customer processes, data, and existing IT systems into a single integrated environment, using our own technology and CCaaS platforms from partners, including Sprinklr.
These environments are business-critical. Availability, continuity, customer experience, and day-to-day operations all depend directly on them. That’s why an implementation at our company is never just about IT: business, customer service, operations, security, suppliers, and senior decision-makers are all involved—and they rarely want the same thing. Keeping all of that together is a skill in itself, and it’s the reason this role carries so much weight at our company.
In the meantime, we’re building our organization: toward a scalable, SaaS-driven company with repeatable implementations, efficient delivery, and sustainable customer relationships. And we want to lead the way in AI-driven customer interactions that remain human. Those last three words are a choice, not a slogan.
What the Role Entails
You’ll have end-to-end responsibility for the manageability and execution of complex customer implementations, at the intersection of customer, technology, business, and organization. From project kickoff to final acceptance and a controlled handoff to Operations. You’ll maintain control over scope, planning, budget, quality, risks, and dependencies, and you’ll guide collaboration and decision-making across teams, suppliers, and organizational boundaries.
That requires two things at once. You need to understand the client’s business and operational context. And you need to understand the dynamics that aren’t shown in the organizational chart: who really makes the decisions, where the unspoken hesitation lies, and which agreement from last year is still having an impact.
The five conversations you have
The progress meeting. You have an up-to-date, comprehensive overview of the scope, schedule, budget, quality, capacity, progress, and dependencies. That overview forms the basis of your guidance. If feasibility, coherence, or the agreed-upon result come under pressure, you highlight the impact and intervene in a targeted manner, as long as there is still room to steer the project. You make milestones, responsibilities, and delivery criteria measurable, so that progress is a fact and not an estimate. And you ensure that course corrections, decisions, and actions are actually followed through on.
The decision-making process. You establish governance and consultation structures tailored to the organization’s size, complexity, and risk profile, with responsibilities, decision-making authority, and escalation paths explicitly defined, so that decisions are made in a timely manner and at the appropriate level. You keep risks and issues up to date, organize mitigating measures, and monitor follow-up. If escalation is necessary, you present the impact, options for action, and a well-reasoned recommendation, so that a targeted decision can be made. Your reports are concise, factual, and decision-oriented.
The Candid Conversation. Working closely with senior stakeholders and steering committees, you make interests, dependencies, and decision-making processes transparent, and you distill divergent positions into clear choices with explicit consequences. If choices, behavior, or unfulfilled agreements affect the project outcome, you address these issues with people directly and professionally. Even when delivering a difficult message, you remain clear about what the project needs. And you continue to invest in a workable, sustainable collaboration. It is the latter that makes the former possible.
Internal communication. You guidesales , consultants, internal departments, suppliers, and partners based on clear responsibilities, dependencies, and agreed-upon contributions. If a contribution falls short or the collaboration comes under pressure, you make that transparent—regardless of where it originates—and take action. Any issues that haven’t yet been resolved internally are resolved internally: the customer sees a single point of contact and a single narrative. And you explicitly assign responsibilities that threaten to fall between roles and follow up on them.
And then there’s a second task
You are the most experienced project manager in the field. That means you do more than just bring your own projects to fruition.
You use lessons and recurring patterns from complex implementations to critically assess existing work methods and translate them into concrete improvements in governance, decision-making, and execution. Through coaching, targeted feedback, and actively sharing your experience, you empower project professionals to make independent judgments, take a stand, and take the lead—rather than taking over for them. For experienced colleagues and senior management, you are an authoritative discussion partner.
What You Bring to the Table
Your track record demonstrates that you have led complex software and platform implementations end-to-end—involving multiple teams, vendors, and senior stakeholders—with comprehensive responsibility for project outcomes, scope, planning, budget, quality, risk, governance, and decision-making. You led—you didn’t just follow along.
Setting up project management is second nature to you: you’re proficient in Agile, Scrum, waterfall, and hybrid approaches, and you tailor the approach, governance, and consultation structure to the client’s context, dependencies, and risk. Your technical insight is solid enough to assess the interrelationships and impact of integrations, data, testing, releases, and technical risks, and to ask specialists probing questions without taking over their responsibilities.
You’re familiar with scope changes, scope extensions, budget variances, and the commercial implications of project decisions from your own experience. You understand what a careful rollout and integration into the client’s operations require in terms of processes, responsibilities, and continuity. And you recognize the dynamics of customer service and contact center organizations, whether from customer contact technology or a comparable business-critical platform environment.
Direct experience with SaaS, CCaaS, or CRM environments and platforms such as Sprinklr is a definite plus. Certification is welcome; however, professional judgment and proven results carry more weight.
This role is a good fit for you if…
- You can work with a scope that changes. Not because you let it happen, but because you make sure everyone understands the consequences before anything shifts.
- You seek out the conversation that others tend to avoid. And then you simply continue working together. You consider the latter just as important as the former.
- You want to make decisions, not just report. To you, keeping track of a schedule isn’t the same as taking the lead.
- You want to understand enough about the technology to know what you’re agreeing to, without taking over the work of specialists.
- You find it appealing to help shape the work processes yourself in a growing organization, rather than simply inheriting them.
How You Can Tell It’s Working
Back to that Monday morning in March. The fact that the first customer at 8:15 a.m. didn’t notice anything was the result of months during which risks were identified early on, decisions were made at the right level, and no one had to discover anything they could have known earlier.
This is what success looks like. Complex implementations are predictable and manageable. The client, project team, and internal stakeholders know where the project stands, which risks and dependencies require attention, and what decisions need to be made. Scope, schedule, budget, and quality remain under control, and changes, additional work, or commercial consequences do not come as a surprise afterward.
The client relies on your leadership, especially when interests diverge or a difficult message needs to be conveyed. Projects are not only delivered from a technical standpoint, but are also carefully finalized, handed over, and sustainably embedded within the client’s organization.
And internally, you’ll leave behind a lasting legacy: project professionals who make more independent judgments, and work processes that are more refined than when you first joined. In doing so, you’ll help lay the professional foundation for Pegamento’s continued growth.
What we offer:
Salary, benefits, and how we handle them: at Pegamento, it’s all in order. Competitive, transparent, and with no fine print. For us, that’s the foundation—not a sales pitch.
What we do explicitly choose, however, is to avoid rigid pay scales when someone proves to be worth more than the standard rate. If you show that you make a difference, we’ll have the same open discussion with you. We don’t just want to hire good people—we want to keep them.
