Engagement Manager
Have you spent years earning a client's trust by simply delivering — on time, on budget, no drama? And somewhere in that process, did you start noticing things nobody asked you to notice — a team extension they'll need next quarter, a module that solves a problem they haven't articulated yet, a business unit two floors up nobody's talked to? Do you want the room where the account's future actually gets decided, not just the standup where this sprint gets planned?
Then, our Engagement Manager role here at CUBE84 may interest you.
In this gig,
- (You earned this seat by delivering, not by pitching)
You've run projects end to end — scoping, sprint planning, risk registers, the whole thing — and that track record is why clients trust you with more than delivery. You didn't get here by cold-calling; you got here because a VP said "just talk to them, they'll figure it out."
- (You see the account, not just the sprint)
You look at every engagement you've run or inherited and ask what's next — a team extension they haven't asked for, a module they don't know they need, a stakeholder in another business unit worth a conversation. You turn that into real SOWs, scope expansions, and renewal conversations, not just a line in a status report.
- (You're still the person who knows if delivery is actually fine)
You're not necessarily running the day-to-day sprints anymore, but you know exactly how they're going — milestones, SLAs, quality — because you've done this job and you know what "green" actually looks like versus what someone's saying to avoid a hard conversation. You partner closely with PMs and Tech Leads to keep it honest.
- (You're the first call when something's wrong, and the first call when something's possible)
When a Director or VP has a concern, you're who they think of — because you tell them the truth and you follow through. You run the QBRs and MBRs that make delivery value visible, and because you're genuinely close to the work, you spot a flight-risk account before it becomes a churn number, and a growth opportunity before someone else notices it.
- (You watch the P&L like it's your own money)
Margin, utilization, budget health — you track these instinctively now, not because someone taught you a formula, but because you've felt what it's like when a project runs hot. That instinct is exactly what makes you credible when you're negotiating a renewal or a pricing adjustment — you know what's actually sustainable, not just what sounds good in the room.
- (You negotiate like the relationship outlasts the deal)
You lead contract renewals, MSA conversations, and pricing adjustments in a way that gets CUBE84 paid fairly without the client feeling squeezed. You know the difference between pushback that's testing you and pushback because something's genuinely broken — because you've been on the delivery side of both.
- (You translate "tech" into "business impact" without breaking a sweat)
Cloud, DevOps, AI, custom software — whatever we're building, you can explain why it solves the business problem the client actually cares about. You're as comfortable in a whiteboard session with an architect as you are in a boardroom with a CFO, because you've genuinely sat in both rooms before.
It'll be awesome if you...
- Have 10+ years of overall experience, with a clear career arc through Project Manager → Senior PM/Delivery Lead → Engagement Manager (or equivalent account-ownership role) — this progression is non-negotiable; we're not looking for someone whose background is purely sales or account management without hands-on delivery ownership
- Have owned delivery accountability (not just coordination) on at least one significant engagement — milestones, budget, quality, the works
- Have organically grown a client relationship from "delivery partner" into "trusted advisor who identifies and helps close expansion opportunities" — this needs to show up as a real story, not a job-title claim
- Have contributed to or led SOW creation, scope expansion, or renewal conversations, even if you didn't own the final commercial number
- Have owned senior client relationships (Director/VP level) as a primary point of contact, ideally including at least one tough conversation you had to walk back from the brink
- Understand margin, utilization, and resource billing well enough to talk about them without needing someone else in the room
- Can present to and influence both technical and non-technical stakeholders, including C-suite when needed
More awesome, if you have
- Experience delivering Cloud, DevOps, AI, or custom software projects specifically
- Salesforce or similar SaaS-based professional services delivery experience
- Direct experience negotiating an MSA or leading a contract renewal, not just supporting one
- Exposure to running QBR/MBR governance from scratch rather than inheriting an existing cadence
