Principal Technical Program Manager, Business Insights Customer Success

Job Description

Principal Technical Program Manager, Business Insights Customer Success

Nordstrom isn't just another job, it's a career. We are a leading fashion retailer that has offered the very best of what is on trend for men, women, and children since 1901. We believe in rewarding outstanding work, developing employees' careers, and building long-term relationships with our customers.

This role owns whether our business partners succeed with Business Insights: adopting the new platform, trusting the data, and spending less effort to get answers. You are accountable for rollout readiness, the customer success deliverables, the measures of success, and the operating rhythm that carries us from today to the vision.

This is a senior, individual-contributor program role (Nordstrom job level 19). You partner with Product, Engineering, Analytics, and business leaders, and you lead without formal authority over any of them. You own how and when we roll out and how we know it worked. Product owns what and why. Engineering owns build and run.

Success looks like business partners who can say what changed for them: fewer manual requests, faster answers, and data they trust, with leadership seeing the same story in numbers it can rely on.

Who you are…

• A partner-first thinker who connects rollout details to the outcomes the business actually cares about, and spots issues before they land
• Comfortable making progress while the picture is incomplete: you gather what's needed, make the call, and adjust as the plan firms up
• Direct enough to raise hard issues, push back on Product, Engineering, or leadership, and deliver an unpopular message when it's right
• A trust-builder who follows through, tells partners the truth about timelines, and never lets them be surprised
• Able to build agreement across groups with different priorities, without formal authority
• A clear communicator who tailors the message to the audience, from an executive readout to a team of analysts adopting a new tool
• A sound decision-maker who backs recommendations with data, and knows when to escalate and to whom
• A mentor who builds the planning skills and judgment of other program managers and cross-functional partners

A day in the life…

Rollout Readiness & Execution

• Define what "ready" means for each business domain across data, tooling, training, support, and communications, and run the readiness gate before each rollout (criteria content is set by the owning Product, Engineering, and data leads)
• Own the integrated rollout plan and sequencing across domains, balancing partner capacity against delivery capacity
• Call go / no-go at each gate based on evidence, and escalate when the evidence and the plan disagree

Customer Success Deliverables

• Partner onboarding playbook with a clear definition of done per domain
• Adoption and enablement plan: training, office hours, champions, and job aids
• Support model and escalation paths, so partners know where to go and how fast they get an answer (the role defines and measures the model; Engineering and Analytics staff and run it)
• Transition plan for legacy reports, agreed with partners, so no one is left stranded when old tools are retired

Defining & Measuring "Good"

• Build the scorecard that partners and leadership both trust, and run the review cadence around it
• Set baselines and targets with partners, not for them
• Measure partner burden explicitly: manual report requests, duplicate reports, and hours spent pulling or reconciling data
• Turn qualitative goals such as "faster answers" and "data I trust" into measures teams can be held to

Partner Management

• Run the day-to-day rollout and adoption relationship with each domain: regular check-ins, a visible feedback loop, and no surprises on changes
• Bring partner feedback and evidence to Product, who decides what changes on the roadmap
• Surface conflicts between partner asks and capacity with data, and drive the decision to the right owner on time

Operationalizing the Vision

• Translate the Business Insights vision into a quarterly plan with owners, milestones, and measures
• Stand up the operating cadence: governance, reviews, checkpoints, and reporting rhythms that make adoption durable rather than a one-time push
• Lead change management as its own deliverable: communications, training, and adoption tracking

Risk & Dependency Management

• Anticipate risks and bottlenecks early, and manage dependencies that cross Product, Engineering, Analytics, and the business
• Track and escalate systemic issues before they become…