Mid Market Program Manager

The posting, as Harbor It wrote it

Harbor IT is a leading Managed Service Provider (MSP) specializing in delivering cutting edge Cybersecurity, IT, and Cloud Services to a diverse portfolio of clients. We pride ourselves on our commitment to excellence, innovation, and customer satisfaction. Harbor IT is backed by investment firm Worklyn Partners since 2022 and has built a national platform through acquisition and rapid organic growth. Our mission is to manage our clients’ technology and mitigate their cyber risks, so that they don’t have to.

The Mid-Market Program Manager owns the end-to-end operational performance of Harbor IT's mid-market POD: the clients in it, the delivery staff who serve them, the projects running inside it, and the service delivery workflows that hold it together. This is a true operational leadership role. The Program Manager sets the standard, builds the playbook, and holds the team accountable to it. This is a foundational hire. The POD is being stood up ahead of a significant mid-market client coming online, and the person in this seat is expected to arrive with proven MSP/IT practices and install them, not wait to be handed a process. They will directly manage the POD's Service Delivery Managers, Technical Leads, and support staff; own service quality and SLA attainment; run the POD's PMO and project delivery; own PSA data integrity and the financial inputs of delivery; and carry renewal accountability for the POD book. This role demands a results-oriented operator: someone who holds the team to timelines, enforces standards without apology, and drives outcomes rather than consensus. We do not want a yes-man. We want someone who will push back when the work is not up to standard and own the result either way. The metrics at the end of this document are the job, not an appendix to it.

Organizational Structure
Harbor IT is organized into Practices, which are vertical groupings aligned to client segment: Healthcare, Critical Infrastructure, and Private Equity. Each Practice contains multiple PODs, which are tightly focused delivery units responsible for a defined client set. The POD is the core operating unit of the business. This role leads the mid-market POD and reports into its Practice.

The Mid-Market Program Manager reports directly to the Practice Director, who oversees all PODs within the Practice and is accountable for Practice-level performance and client retention.

Each POD also includes a POD-CIO (virtual CIO, the senior client-facing executive technology partner) and a CSM (Client Success Manager). Neither reports to the Mid-Market Program Manager. The POD-CIO owns executive client relationships, strategic IT roadmaps, and expansion positioning. The CSM handles day-to-day client operations and satisfaction. The Program Manager owns renewal execution and a defined renewal target for the POD book, with pricing and discount authority within limits set by leadership, and is jointly accountable with the POD-CIO for expansion attainment. Th
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ercent or better of POD projects delivered within the approved schedule baseline

• Budget performance: 95 percent or better delivered within approved budget, plus or minus 5 percent variance
• PMO reporting compliance: 100 percent of active projects carrying a current status report in the standard template
• Closeout discipline: 90 percent or better closed out, including documentation, support handover, and client sign-off, within 10 business days of go-live
• Client Experience
• CSAT: 95 percent or better positive on ticket and service review surveys
• NPS: greater than 50 across the POD book
• At-risk response: 100 percent of at-risk accounts with a documented save plan within 5 business days of being flagged. This is lead by POD-CIO but this person will rid shotgun and work with POD-CIO to delivery and be responsible for churn mitigation.
• Retention and Growth
• Client retention: less than 3 percent of managed clients lost annually from the POD book
• Gross revenue retention: 95 percent or better renewal attainment against the POD book
• Expansion influence: 20 percent or better of POD clients adding new services annually, jointly with the POD-CIO
• Team Leadership and Development
• Scorecard coverage: 100 percent of direct reports with a current documented scorecard and quarterly 1:1 cadence
• Team development: 100 percent of team members participating in ongoing training or improvement initiated by the

Program Manager

• Voluntary attrition: less than 15 percent on the POD delivery team annually

Work Environment

• Primarily remote or hybrid, with occasional travel for client SBRs and internal meetings, typically 10 to 20 percent.
• Regular, high-frequency client-facing exposure across the pod's mid-market accounts, and a foundational role in standing up a new pod.
• Performance is reviewed monthly against the metrics above with the Practice Director.
• Core coverage during Eastern business hours, or the POD's designated coverage window.