Futures Project Manager; PMO​/合约项目经理

Reporting to:
Head of Perp Futures / 汇报对象：Head of Perp Futures

Position Vision: The "Command-in-Chief" of delivery and "Process Architect" for our Perpetual Futures business. You are not just a manager of schedules, but the guardian of business objectives. You will lead from a Business Owner's perspective—aligning Product, R&D, Risk Control, Market Making, Operations, and Customer Service to eliminate departmental silos. Your mission is to ensure that the V2 system upgrade and new business lines achieve total "Business Readiness" alongside "Technical Readiness."

岗位定位： 永续合约业务的"交付总指挥"与"流程架构师"。你不仅是进度的管理者，更是业务目标的守护者。你需要站在业务负责人的视角，拉通产研、风控、做市、运营、客服五大板块，消除部门墙，确保 V2 系统升级及新业务线在"技术就绪"的同时实现"业务就绪"。

Key Responsibilities / 核心职责

复杂项目统筹： 主导 Perp Futures V2 核心交易系统重构及后续迭代计划。制定精细化到"天"的 WBS (工作分解结构)，管理从需求评审、开发、联调、测试 (QA)、灰度发布到全量上线的全生命周期。

• End-to-End Delivery & Release Management / 全链路项目交付与发版管理
• Complex Project Orchestration:
  Lead the core trading system reconstruction for Perp Futures V2 and subsequent iteration plans. Develop a granular Work Breakdown Structure (WBS) down to the daily level, managing the full lifecycle from requirements review, development, and QA to grayscale and full production release.

• Critical Path Management:
  Identify critical paths and strong dependencies (e.g., ensuring risk slippage features are completed before Market Maker integration tests). Resolve bottlenecks through resource allocation to ensure unmovable launch dates.

关键路径管理： 识别项目中的关键路径 (Critical Path) 与强依赖关系（例如：风控滑点功能必须早于做市商接入测试），通过资源调配化解瓶颈，确保上线日期不可撼动。

发版红绿灯机制： 建立严格的上线准入标准 (Go/No-Go Decision)。在发版前组织产研、风控、运营召开评审会，只有当系统稳定性、风控参数、客服培训全部达标时，才允许按下发布按钮。

• Go/No-Go Decision Mechanism:
  Establish strict entry standards for going live. Organize cross-functional review meetings involving R&D, Risk, and Ops; release is only authorized once system stability, risk parameters, and support training meet 100% of the standards.

运营侧拉通： 深度参与市场部的活动日历规划（如交易赛、空投节），确保技术发版节奏与运营 GTM (Go-to-Market) 计划精确咬合。解决"活动策划好了但功能不支持"或"功能上线了但运营没准备好"的脱节问题。

• Business Readiness & Cross-Functional Alignment / 业务就绪与专项拉通
• GTM Alignment:
  Deeply integrate with Marketing's activity calendar (trading competitions, airdrops, etc.) to ensure technical release cycles align perfectly with Go-to-Market (GTM) plans. Solve the disconnect between "planned promotions" and "unsupported features."

• Support & Risk Implementation:
  Oversee the creation of SOP knowledge bases for the Customer Service team; ensure 100% of support staff pass business assessments before launch. Coordinate with Risk teams to conduct drills for defensive features like "Circuit Breakers" and "Emergency Order Cancellation."

客服与风控侧落地： 督导客服团队建立新功能的 SOP 知识库，确保 100% 的客服人员在上线前通过业务考核；协同风控团队完成"熔断机制"、"紧急撤单"等防御性功能的演练。

• Market Maker (MM) Integration:
  Coordinate API integration progress between external Market Makers and internal tech teams to ensure deep liquidity from the first second of go-live.

做市商 (MM) 接入协调： 负责协调外部做市商团队与内部技术团队的 API 联调进度，确保流动性提供者在系统上线第一秒就能提供深度的盘口。

SOP 体系搭建： 将业务侧的隐性知识显性化，建立完整的 Perp Futures 业务流程体系，包括但不限于《上币标准流程》、《紧急停服响应流程》、《大户客诉处理SOP》等，并监督各部门执行。

• Process Optimization & Continuous Improvement / 流程标准化与持续改进
• SOP Framework Construction:
  Formalize implicit business knowledge into explicit SOPs, including Listing Standard Protocols, Emergency Suspension Responses, and VIP Complaint Handling SOPs.

• Post-Mortem Culture:
  Organize in-depth post-mortem meetings for any project delays, system outages, or operational incidents. Focus on producing specific Action Items…