We’re hiring a Head of Product Success (North America) to define what our Product Success function looks like at Teamworks going forward and build the operating model to prove it out at scale. Our Product Success org has grown faster than any team in the company, largely through acquisition, and the mandate for this function is meaningfully more complex than even a couple years ago. We've shifted from an implementation-heavy function to one built around retention, renewal, and expansion revenue.

At Teamworks, Product Success owns the implementation, servicing, renewal, and growth of each product within an organization we serve, while Customer Success owns that organization’s account-level relationship across all of its products. Given the breadth of our suite (20+ products) in North America, our GTM model runs both functions as partners, each under its own leadership, working together to serve the customer and drive revenue.

Reporting to Mark Morris, SVP and GM for North America, this newly created role is designed to evolve Product Success from a service delivery function into a strategic growth engine for the business. You’ll lead a team of 5–7 leaders within a broader Product Success organization of 80+ people across North America, reporting to senior GTM leadership and partnering closely with Product, Customer Success, and Sales. You’ll have significant latitude to define the strategy, build the operating model, and establish the capabilities, metrics, and commercial motions needed to drive measurable business impact, including accelerated adoption, NPS, cross-sell, and expansion. You’ll also play a critical role in developing the next generation of leaders within the part of our business experiencing the greatest pace of change and customer exposure.

The Role

Define and own the strategic standard for what it means to be a Product Success Manager at Teamworks today - including the competencies, career path, and performance bar for the function

Own customer onboarding and value delivery, delivering delight, ensuring the team has the tools and know-how to train customers and help them extract value quickly and consistently throughout their customer journey.

Own product health/pulse strategy end-to-end, building the framework, ownership model, and cadence so account health is visible, and current across every product, without needing to be chased

Own product usage analytics strategy, consolidating usage data across our full portfolio into a single source of truth that informs retention, expansion, and executive-level forecasting

Own Net New ARR/GRR outcomes for North America Sport, partnering closely with CS and Sales leaders across Collegiate, Pro, and Enterprise markets so renewal risk and expansion opportunity are surfaced proactively and reflected in forecast conversations with leadership

Build the talent bench for the function - coaching PSMs into future leaders and instilling a data-driven, accountable operating culture that can scale as the org continues to grow through acquisition

Serve as the Product Success voice in cross-functional planning with Product and Product Marketing, ensuring the team, and the broader org, is positioned ahead of every feature rollout and enhancement, not reacting to it

What We’re Looking For

What You Must Bring

10+ years in a SaaS GTM leadership capacity; 5+ years leading a post-sale customer success function with direct accountability for retention and expansion revenue outcomes (Net New ARR/GRR)

Experience operating at scale within a $100M+ revenue organization, including exposure to executive-level reporting and forecasting

A genuinely data-driven track record of building or maturing a data-driven operating model for account health and team performance - not just using one someone else built

Demonstrated ability to influence peer executives and align cross-functional priorities without direct authority

Comfort operating in a remote-first leadership role with monthly travel

Even Better If

You've built and scaled a product health/pulse process from the ground up, including the executive reporting layer on top of it