Principal Program Manager; Organizational Voice), Talent Acquisition

Position: Principal Program Manager (Organizational Voice), Intelligent Talent Acquisition
Description

Can you explain what a complex technical organization does in a way that makes engineers proud, executives confident, and the outside world curious? Do you see communications not as a support function but as a strategic lever - one that shapes how an organization is perceived, funded, and trusted? Do you have the instinct to find the story inside the data and the craft to make it land with any audience?

If so, this is the role.

Intelligent Talent Acquisition (ITA) builds the products, science, and technology behind Amazon's hiring. The work is sophisticated. The impact is massive. And almost nobody outside ITA can articulate what we do or why it matters. That's the problem you'll solve.

As Principal, Strategic Communications & Organizational Voice, you'll own how ITA tells its story - internally to Amazon leadership and partner organizations, and externally to the broader talent and technology community. This isn't writing newsletters. You'll build a communications program from scratch: defining ITA's narrative, creating content that establishes credibility and earns organizational leeway, and ensuring that every major initiative, result, and change is communicated in a way that resonates with the right audience at the right level.

You won't just craft messages - you'll build the capability, scale through others as the function grows, and establish mechanisms that outlast your individual involvement. We're looking for someone who can architect a strategy that compounds over time.

Key job responsibilities

In partnership with Amazon's Communications & Public Relations teams, you will:

- Define and maintain ITA's core narrative: what we do, why it matters, and what makes our approach different

- Build ITA's internal brand across Amazon - partner orgs, leadership, and the broader HR/TA community should understand and value what ITA delivers

- Develop an external presence strategy: publications, speaking opportunities, thought leadership content that positions ITA as an industry leader in talent acquisition technology and science

- Create original content: case studies, mechanism deep-dives, outcome narratives, leadership interviews, and team spotlights that make ITA's work visible and compelling

- Partner with ITA's Director and leadership team to prepare strategic communications for VP-level reviews, org announcements, and cross-functional updates

- Own the narrative framing for business reviews - translate operational data into a story that tells leadership what's happening, what it means, and what to do about it

- Prepare "anticipated questions" and strategic positioning for leadership reviews

- Ensure consistency across all leadership communications - one voice, one story, adapted for each audience

- Own ITA's wiki and institutional knowledge infrastructure - make it findable, current, and useful

- Ensure every team, product, and initiative has a clear, accessible description that a new hire or partner org could understand in 5 minutes

- Build and maintain a communications calendar that aligns with ITA's rhythm of business

- Partner with the Change Management team to ensure every significant change has persona-specific messaging: ICs hear what changes for them, managers hear what they do differently, leaders hear what they inspect

- Translate complex, technical, or science-driven changes into clear language that builds understanding rather than resistance

- Support feedback loop closure with communications that demonstrate ITA listens and responds

A day in the life

You start the morning reviewing a strategy doc from an organizational leader - the content is accurate but reads like a project status update. You reshape it into a narrative that explains why this matters and what it means for the teams affected, you coach the author. Mid-morning, you're working on a case study about how ITA's assessment science reduced hiring defects - this will be published internally first and adapted for an external audience later.

After lunch, you prep leaders for an executive review: the data is ready, but the story needs sharpening. You reframe the narrative around three key decisions, with anticipated questions…