Senior Program Manager, Vendor and Scaled Operations

We need to output only HTML fragment, no html/body tags, no markdown fences. Use

for section headings: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We need to include sections only when posting has real specific content. We have content: About The Service Operations Team (maybe not needed as heading? It's about team, could be part of About the role? The instruction: use

for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule). So we should map content to these headings. The posting includes "About The Service Operations Team" and "About The Role". Likely combine into About the role section. Then "What You’ll Do" corresponds to Responsibilities. Then "In order to be successful, you must bring..." corresponds to Requirements/Qualifications/Skills. There's also salary info => Pay section. No explicit Benefits or Schedule. So we should not create Benefits or Schedule sections because no specific content. Also we should not repeat job title as heading. No Job ID etc. We need to preserve all substantive information, not invent or summarize away detail. So we need to include details from the posting under appropriate sections. We need to use

• for any list of duties/requirements/benefits, and

  for prose. We need to remove boilerplate: cookie/navigation/legal/EEO/equal-opportunity/scam-warning boilerplate, duplicated lines, and application instructions. So we should drop the EEO statement, accommodation request, privacy policy, scam warning, etc. Also drop the "Thumbtack helps millions..." intro? That's maybe not part of the role description but could be considered company overview; but we need to preserve substantive information. The instruction: "Prefer a few substantive sections over many thin ones." The intro about Thumbtack may be considered company overview, not required. But we could include it under About the role? However the instruction says use headings for About the role etc. The intro is not about the role. Might be considered boilerplate? It's describing the company; maybe we keep it as a paragraph under About the role? But it's not specifically about the role. The posting includes "About The Service Operations Team" and "About The Role". So we can combine those into About the role section. The initial paragraph "Thumbtack helps millions..." could be considered company overview; we could include it as a paragraph before the headings? But we are only to output HTML fragment; we could include a

  with that overview before the headings, as it's substantive. However the instruction says "use

  for section headings (e.g. About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule)." It doesn't forbid other

  outside sections. So we can include a leading paragraph summarizing Thumbtack. We must not include EEO etc. Also drop "Actual offered salaries will vary..." maybe part of Pay section? It's still pay info, we can keep as part of Pay section. We need to preserve all substantive information: details about responsibilities, requirements, qualifications, skills, pay ranges. Let's extract: Company overview: "Thumbtack helps millions of people confidently care for their homes. Thumbtack is the one app you need to take care of and improve your home — from personalized guidance to AI tools and a best-in-class hiring experience. Every day in every county of the U.S., people turn to Thumbtack to complete urgent repairs, seasonal maintenance and bigger improvements. We help homeowners know which projects to do, when to do them and who to hire from our growing community of 300,000 local service businesses. If making an impact inspires you, join us. Imagine what we’ll build together." About The Service Operations Team: description. About The Role: description. What You’ll Do: list of duties (bullet points). We need to convert to

  • . In order to be successful, you must bring...: list of requirements. Also there is "Expected salary ranges ..." three bullet points for different locations. We'll put under Pay section. We should not include Benefits or Schedule. We need to avoid filler like "commensurate with experience" etc. Not present. Now craft HTML. We'll start with a

    for company overview. Then

    About the role

    then combine Service Operations Team and About The Role into prose maybe multiple paragraphs. We could split into two

    under that heading. Then

    Responsibilities

    with
    • each duty. Then

      Requirements

      maybe combine qualifications and skills? Could separate into Requirements and Qualifications and Skills but we have limited content. Could put all under Requirements. But instruction says use those headings when content exists. We have content for requirements (experience, proficiency, PMP etc.) and also skills (deep vendor ownership, sourcing judgment, portfolio-level ownership, track record, comfort where playbook doesn't exist). Could split into Requirements (experience, proficiency, certifications) and Skills (the deeper abilities). Qualifications maybe similar to requirements. To avoid thin sections, we could combine Requirements and Qualifications into one section? But we need to follow instruction: use headings for those categories if we have content. We could make two sections: Requirements and Skills. Qualifications maybe not needed separate. Let's decide: Use

      Requirements

      for the baseline: 8+ years program/project management, 3+ years vendor/BPO ownership, proficiency in tools, PMP nice-to-have. Then

      Skills

      for deep vendor ownership, sourcing judgment, portfolio-level ownership, track record building durable infrastructure, comfort where playbook doesn't exist, mentoring. That seems reasonable. Then

      Pay

      with salary ranges. We must not include Benefits or Schedule. Now ensure we preserve all substantive information: include details about owning vendor and outsourcing strategy, commercial relationship, governance model, portfolio of programs, measurement framework, aligning senior leaders, raising bar with AI/automation, etc. Those are responsibilities. Let's list responsibilities from "What You’ll Do": - Own Thumbtack's vendor and outsourcing strategy for Service Operations - sourcing decisions, make-versus-buy recommendations, capacity strategy across internal, vendor, and partner channels, and the case for expanding, consolidating, or exiting a partner. - Own the commercial relationship alongside Legal, Finance, and Procurement (SOWs, rate structures, SLA credits and remedies, renewals) and know which levers to pull when performance slips. - Design and optimize the governance model for vendor performance: SLA and scorecard architecture, QBR structure, decision rights, escalation paths, and remediation playbooks. Build durable frameworks, not one-off trackers. - Own a portfolio of programs. Set the strategy, sequence the work, decide what does and doesn't get done, drive it to business-level outcomes, and establish the operating rhythms - cadences, decision logs, dependency tracking, escalation thresholds, change communication - that keep distributed, multi-party delivery predictable. - Build the measurement framework for the scaled delivery model: quality, SLA attainment, forecast accuracy, cost-to-serve, and the leading indicators that reveal a program is silently degrading before the lagging metrics do. Define what "good" looks like and close the loop so performance data actually changes behavior - on our side and the vendor's. - Align senior leaders and lead the change. Bring executives across Service Operations, IT, Legal, Finance, Product, and Workforce Management to a decision on sourcing priorities and tradeoffs, translating tangled multi-party problems into a clear recommendation - then drive adoption through teams and partners who don't report to you, including the unglamorous follow-through that determines whether change sticks. - Raise the bar on how this work gets done. Identify and build AI and automation that reduces coordination overhead and improves oversight at scale, and coach other program managers while institutionalizing what works into playbooks and standards, so every future partnership starts from a higher floor. We need to turn each bullet into
    • . Now requirements: - 8+ years in program or project management, including 3+ years owning vendor, BPO, or outsourced delivery relationships at scale. - Experience with multiple vendors, multiple sites, or a vendor transition is strongly preferred. - Proficiency in program management tooling (e.g., Jira, Linear, Coda, Smartsheet) and fluency across Agile and Waterfall approaches. - PMP, PgMP, or equivalent is nice-to-have. Now skills: - Deep vendor ownership and sourcing judgment. You've personally owned an outsourcing relationship end to end - commercial terms, governance, performance management, escalation, and the hard conversations - not just coordinated with one someone else owned. - You've also built and defended a make-versus-buy or vendor expansion case with cost, quality, and risk modeling, and taken it to senior leadership. - Portfolio-level ownership. You've run multiple concurrent scale programs with genuine tradeoffs between them, and owned the prioritization and capacity calls yourself. You've run programs where consistency of human execution at volume is the product - you know how to design for repeatability, and you spot degradation from leading indicators rather than after the fact. - A track record of building durable infrastructure. SLA and scorecard architecture, governance models, transition playbooks, reporting systems - things other teams adopted and still use. You build and maintain the models, dashboards, and SLA tracking yourself rather than waiting for someone else to instrument it. - Comfort where the playbook doesn't exist, and a habit of leaving people better than you found them. You've stepped into situations with no established approach and built one, with the judgment to know when structure helps and when it would slow things down - and you've mentored program managers or been the person other teams borrow practices from. Now Pay section: three bullet points for location-based ranges, plus note about actual offered salaries varying. We'll put as
      • each. Now About the role section: combine Service Operations Team and About The Role paragraphs. Service Operations Team paragraph: "We're a tight-knit team of program management, process & automation, and workforce management professionals working together to deliver world-class service through operational excellence and strategic enablement. We collaborate closely with frontline Service, Business Apps, QA, Enablement, and Analytics teams to plan and deliver on complex initiatives that improve processes, tools, and how our service operates day-to-day. Our focus is on creating service experiences that are both efficient for our operations team while providing an excellent experience for our customers and pros." About The Role paragraph: "As a Senior Program Manager, Vendor & Scaled Operations within Thumbtack's Service Operations PMO, you will own our outsourced and scaled delivery model - the strategy, the governance, and the long-horizon programs that determine how a meaningful share of our service gets delivered. This is not a generalist PM role. It is purpose-built for someone who can hold a commercial relationship, an operational system, and an executive narrative at the same time. You will own Thumbtack's vendor and BPO strategy for Service Operations end to end: how we decide what to outsource, how we hold partners accountable, how we govern performance, and how we scale or unwind capacity as the business changes. You'll own a portfolio of scaled operations and partner support programs spanning a year or more, with real interdependencies between them, and you'll make the prioritization and capacity calls across that portfolio rather than escalating them. You'll also be the person leadership turns to for the make-versus-buy conversation. Expect to build the cost, quality, and risk case for how we scale, bring it to senior leaders and to vendor executives, and then be accountable for the model you recommended. This is a high-leverage, high-ambiguity role. Much of the infrastructure you'll need does not fully exist yet, and building it durably - so it outlasts you - is a core part of the job." We'll put these as two <