Stripe's Total Rewards programs span compensation, benefits, equity, internal mobility/immigration, and mergers and acquisitions (M&A), each with cross-functional dependencies, regulatory stakes, and direct impact on the Stripes they affect. Delivering these programs well takes a Project Manager who develops real subject matter depth, engages with pillar leads as a strategic partner, and brings structure to decisions that aren't always clear-cut.
We're hiring a Project Manager to own high-priority Total Rewards projects and programs end to end. You'll work closely with our Benefits, Compensation, Equity, Talent Mobility, and M&A pillars, building expertise in how these programs work and what it takes to land them well. Some programs have established playbooks you'll sharpen; others are less defined and will need you to help shape the approach before you execute it. Across all of them, you'll identify dependencies early, proactively surface and mitigate risks, and keep complex, multi-stakeholder work moving toward clear outcomes. This is a high-leverage individual contributor role for someone who brings both rigor and judgment to every project they own.
Responsibilities
- Own end-to-end project management for high-profile cyclical and transformational Total Rewards projects, from intake and scoping through go-live and handoff to program owners
- Advise and embed with project teams across the Total Rewards and People portfolio, raising the quality bar and building PM capability across the extended team, not just doing the work yourself
- Build subject matter expertise across Benefits, Compensation, Equity, Talent Mobility, and M&A — becoming a reliable strategic thought partner to pillar teams on program decisions, not just a tracker of status
- Build, automate, and continuously improve the infrastructure that makes program management repeatable and scalable: intake frameworks, project plan templates, SOPs, playbooks, and handoff checklists for common program types
- Leverage AI tools in your daily work and the team's workflows, using them to accelerate synthesis, drafting, stakeholder communications, and documentation, and actively identifying new opportunities to work faster and better
- Drive cross-functional alignment across People and key partner functions (Legal, Finance, Corporate Technology, and others), creating shared visibility into priorities, dependencies, and blockers
- Tackle complex, ambiguous program questions with rigor and independence, owning work from problem definition through final recommendation — including defining the approach, monitoring progress, identifying risks early, and putting mitigation in place before issues land
- Surface patterns and gaps across the program portfolio, translating observations into structured analysis and recommendations for People leadership