Onboarding Project Manager
Rentvine · Bonita Springs, FL · 4 wk ago
On-siteInformation TechnologyFull-time
We need to output HTML fragment with sections: About the role, Responsibilities (maybe "What You'll Do"), Requirements (Qualifications), maybe Benefits? Not present. Pay? Not present. Schedule? Not present. So only sections with content: About the role (the paragraph after "About The Role"), Responsibilities (the bullet list under "What You'll Do"), Requirements (Qualifications). Also maybe "What Success Looks Like" could be considered a section? Not in allowed headings list; allowed headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. So we can map "What Success Looks Like" maybe to "Requirements"? But better to treat as part of Responsibilities? Actually it's outcomes; could be considered part of Responsibilities? But we should not invent sections not in list. We could include "Qualifications" as heading for qualifications. "Skills" maybe not present. So we will have:
. Should we keep the subheadings? Probably not; just list each responsibility as separate li. But we must preserve all substantive information; we can keep the subheadings as part of li text? Might be okay to keep them as part of li. Simpler: each sentence that starts with a verb (Own, Run, Build, Confirm, etc.) becomes li.
Let's extract:
Under Own the project:
- Own the project Run a portfolio of client implementations end to end, from kickoff through go-live and the weeks after
- Build project plans that actually hold up — sequencing discovery, data migration, configuration, training, and financial cut-over with realistic timelines
- Confirm scope at kickoff and make sure the client knows what they owe you and when
- Handle scope changes head-on: figure out the impact, walk the client through the tradeoff, get agreement. Don't just absorb it
- Keep project status current and clear enough that a colleague could pick up your project cold
Under Scope the work and write the SOW:
- Scope incoming accounts — sometimes ones you'll run yourself, sometimes ones that go to a teammate. You're scoping for the team, not just your own slate
- Get on the phone with people you've never met to do it. Often you'll be calling a prospect or a new client cold, with no relationship to lean on, and you'll need to pull real answers out of them fast
- Size up the account: how much data, what condition it's in, what they're coming from, how complex their portfolio is, and how ready they actually are
- Turn that into an estimate of effort and timeline you can stand behind — including when someone else will be the one delivering against it
- Write SOWs that spell out what's included, what isn't, what we're assuming, what the client needs to do, and what "done" looks like — clear enough to settle an argument three months later
- Write change orders when scope moves, with the timeline and effort impact quantified and the client signed off before the work starts
- Make these calls yourself within your thresholds. Escalate when the commercial terms warrant it, not by default
- Get involved with Sales on the complicated deals so we scope them right before signing, not after
- Help build the templates and estimating standards so this gets more consistent over time
Under Keep it on track:
- Catch risks and slippage early, raise them, and fix them before a date slips
- Hold internal teams and integration partners to their dates. These are dependencies, not favors
- Run go-live readiness reviews against real exit criteria, and make the call on whether a client is ready
- Close projects out properly and hand off to Customer Success with the context, open risks, and configuration decisions they need
Under Lead the client:
- Be the client's person throughout — one point of accountability, start to finish
- Run the rhythm: kickoff, regular check-ins, milestone reviews, close-out
- Chase what you need from the client side. Data, decisions, people's time. Escalate on their end when their delays put the date at risk
- Say the hard things early. Timeline problems, scope creep, readiness gaps
Under Get the data right:
- Work with our accounting and data specialists on migration, validation, and financial cut-over, splitting the work based on how complex the project is and who's got capacity
- Build migration files yourself when that's faster — mapping fields, cleaning up legacy exports, prepping data for load
- Own the quality bar no matter who did the work. Review it closely enough to find the problems before the client does
- Push what you learn back into the process, so we're not solving the same problem from scratch on every project
Now Qualifications: list after "Qualifications". Let's extract each bullet.
Qualifications:
- 4+ years running customer-facing implementation, onboarding, or professional services projects — B2B SaaS ideally
- Real experience scoping work and writing SOWs. We'll ask how you estimate, and what you learned the time you got it badly wrong
- Comfort walking into a conversation cold. You'll be scoping accounts where you don't know anyone, sometimes before there's a signed deal, and you need to build enough trust in one call to get straight answers about their data and their operation
- Experience carrying a full portfolio at once. Be ready to talk specifics: how many, how long they ran, how often you hit your dates
- Solid project management fundamentals — scope, dependencies, critical path, risk tracking, change control, status reporting
- You keep your project tool current. Not most weeks. Always
- You can get people to deliver without managing them
- Good judgment on scope and commercial tradeoffs, the backbone to hold a position with a client, and the sense to know when to escalate
- Strong writing. SOWs, change orders, and status updates all fall apart when they're vague
- Clear, calm communication out loud too, especially when the news isn't good
- Comfortable in Excel and Sheets — lookups, conditional logic, cleaning up messy legacy exports — enough to build a migration file when you need to
- Enough financial literacy to poke at a migration and know when something's off. You don't need to be an accountant; we have those
Even Better If You Have (these are nice-to-have, could be included under Requirements or maybe a separate Skills section? Not in allowed headings; we could put them under Requirements as additional bullets, or maybe under Skills. Since Skills is allowed, we could put them under Skills. But the instruction: Prefer a few substantive sections over many thin ones. Could combine them into Requirements. However we have a separate Skills heading allowed; we could put nice-to-have under Skills. But we must not create sections with filler. The nice-to-have are substantive. So we could have a Skills section for those. But we also have Requirements for mandatory qualifications. Let's do:
About the role
... paragraph ...
Responsibilities
- ... each bullet ...
Requirements
- ... each qualification bullet ...
Requirements
(mandatory)Skills
(nice-to-have) But we must ensure we don't create thin sections. Skills will have several bullets, fine. Now also include the note about sponsorship and residency: "Please Note: Rentvine is unable to provide employment sponsorship now or in the future for this position. Candidates MUST currently reside in the USA to be considered." This is a requirement; we can add as a bullet under Requirements. Also include "About Rentvine" paragraph at top? The instruction: do NOT repeat the job title as a heading (the page already shows it) and do NOT put Job ID / requisition numbers as headings — fold minor metadata into a shortor drop it. The "About Rentvine" is introductory company description; is that substantive? It's about the company, not the role. Should we keep? The instruction says preserve ALL substantive information; do NOT invent or summarize away detail. So we should keep that as a paragraph before sections? It's not a heading; we can just put a
with that description. It's not a section heading; allowed headings are only for specific sections. So we can output a
for the company overview, then headings. Thus final HTML:
About Rentvine Rentvine is the fastest-growing property management software company in the industry, ranked #60 on the 2025 Inc. 5000 list. Our powerful, cloud-based platform helps property managers streamline operations, reduce manual work, and deliver a better experience for tenants and owners. Behind that innovation is a team-first culture that puts people at the center. We care deeply about building a company where smart, driven individuals can grow, feel supported, and do the best work of their careers. Our people aren't just part of our success—they're the reason for it.
About the role
When a property management company decides to move to Rentvine, you're the person who gets them there. You'll run a full slate of implementations at once, and every one of them landing on time — with clean data and a client who actually knows how to use the platform — is on you. This is a project management job first. You'll own the plan, keep everyone honest about their commitments, spot trouble before it turns into a missed date, and stay the one accountable person from kickoff to handoff. You'll scope work up front as needed and write the SOWs that define it — sometimes for your own projects, sometimes for a teammate's — and those calls are yours. You won't be purely managing from a distance, either. You'll get into the data — building migration files, checking balances — working alongside our accounting and data specialists. Most of your time goes to running the project, but this isn't a role where you hand off a plan and watch.
Responsibilities
- Own the project Run a portfolio of client implementations end to end, from kickoff through go-live and the weeks after
- Build project plans that actually hold up — sequencing discovery, data migration, configuration, training, and financial cut-over with realistic timelines
- Confirm scope at kickoff and make sure the client knows what they owe you and when
- Handle scope changes head-on: figure out the impact, walk the client through the tradeoff, get agreement. Don't just absorb it
- Keep project status current and clear enough that a colleague could pick up your project cold
- Scope incoming accounts — sometimes ones you'll run yourself, sometimes ones that go to a teammate. You're scoping for the team, not just your own slate
- Get on the phone with people you've never met to do it. Often you'll be calling a prospect or a new client cold, with no relationship to lean