About Us

Kardigan is a heart health company working to make cardiovascular disease preventable, curable and no longer the leading cause of death in the world.

It is Kardigan’s mission to develop multiple targeted treatments in parallel that bring people with cardiovascular diseases to the cures they deserve.

Led by Tassos Gianakakos, Jay Edelberg, M.D., Ph.D., and Bob McDowell, Ph.D., Kardigan’s co-founders have reunited after leading MyoKardia to discover and develop mavacamten, the first cardiac myosin inhibitor, resulting in an acquisition by Bristol Myers Squibb in 2020.

We have a cutting-edge discovery and translational research platform, a pipeline of late-stage candidates, and an industry-leading team that is driven to improve the lives of patients.

At Kardigan, we are motivated by our values which guide how we work, interact, and achieve our goals. Driven by patients and their families, we are deeply committed to improving the lives of patients and prioritizing their needs above all else. We believe in being authentic—leading with truth to bring out the best in others by creating an environment where every person knows they will be fully accepted. With an eagerness to learn, we encourage the highest levels of curiosity and are open to changing our minds. We are committed to winning as a team with urgency, excellence, and intention, and support each other no matter what role we play or where we sit. Lastly, we strive to enable the impossible because patients are counting on us. We are not afraid to take risks to unlock innovation and advance scientific discoveries.

These values are the foundation of our work, empowering us to make a real difference, every day.

Executive Director, Global Program Manager

About the Team

Kardigan’s Program Management team is the operational engine of our Global Program Teams — connecting strategy to execution, functions to outcomes, and teams to purpose. Global Program Managers (GPMs) hold the integrated view of each program at all times — scientific, operational, financial, and interpersonal — owning the Integrated Development & Commercialization Plan (IDCP) as the plan of record, integrated timelines and critical path, program risk governance, governance packages and executive communication, and the meeting design and team practices that keep cross-functional teams healthy and decisive.

How programs are governed at Kardigan

Every program runs two governance bodies. The Global Program Team (GPT) owns the whole asset — the integrated strategy and the plan of record, which we call the Integrated Development & Commercialization Plan. The Global Clinical Team (GCT) owns the clinical program and the Clinical Development Plan that rolls up into it. Above them, the Executive Committee approves asset strategy and Monthly Portfolio Strategy (MPS) approves the plan of record and material changes to it. Below them, five function-led sub-teams do the delivery work. The Global Program Manager is one of only three roles that sit on both governance bodies, which is what makes this a program leadership role rather than a coordination one.

Job Overview

Kardigan is seeking an Executive Director, Global Program Manager to act as the “COO” of a Global Program Team (GPT) for one of our late-stage programs, working hand-in-hand with the Global Program Head (GPH) to connect strategy to execution across the full development lifecycle — from ongoing late-stage development through regulatory submission and, in the event of approval, launch readiness and lifecycle management.

The initial assignment is the tonlamarsen (TLA) program. Tonlamarsen is an investigational, once-monthly, subcutaneous, liver-directed antisense oligonucleotide targeting hepatic angiotensinogen. The current strategy is to establish proof of concept in the Phase 2 KARDINAL-ASH trial by evaluating sustained blood pressure reduction in high-risk patients with established cardiovascular or kidney disease after a recent acute severe hypertension event. The program’s upcoming milestones — data readouts, health authority interactions, the Phase 3 decision and the cross-functional coordination required by the Ionis alliance — demand a program manager who has led late-phase development before and, ideally, has taken an asset through filing and launch.