Global Product Launch Manager

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Competitive salary Paid vacation/holidays/sick time Comprehensive benefits package including 401K, medical, dental, and vision care. On-the-job/cross-training opportunities Encouraging and collaborative team environment Dedication to safety through our Zero Harm policy     Why This Role Exists     New product launches are outpacing the organization's ability to consistently prepare, communicate, and enable the field. Today, getting sales documentation ready, tracking what's available vs. not yet available, and keeping global stakeholders aligned on launch status is being done ad hoc — by whoever has time, with no single owner driving it end-to-end. This role fixes that by owning launch readiness as a discipline: coordinating (and sometimes creating)   sales materials, and   running the internal communication and training cadence that keeps sales teams worldwide enabled to sell.

Summary     The Global Product Launch & Sales Enablement Manager is the single point of accountability for getting new physical product launches "sales   ready" —   globally, on time, and with no ambiguity about what is and isn't available. This person sits at the intersection of Product Management, Marketing, Engineering, and Sales, chasing down the right owners for missing materials, filling gaps personally when needed, and running the communication/training rhythm that keeps every region aligned on launch status.     This is a coordination-and-execution role, not a strategy role — success looks like nothing falling through the cracks, not new positioning frameworks.       Key Responsibilities     **Launch Material Coordination**   Own the master checklist of sales-supporting materials required for each product launch (spec sheets, battle cards, pricing guides, configurators, sample RFP language, demo scripts, etc.)   Identify who owns each missing piece and drive them to deliver on a committed timeline — escalating when needed   Personally draft or assemble materials when there's no clear owner or the deadline is at risk   Maintain a live, single source of truth for "what's available now, what's coming, and when" across all in-flight launches     **Internal Communication**   Run recurring launch-status communications to sales, sales engineering, and regional leadership — plainly stating what's ready, what's not, and expected availability dates   Act as the translator between Engineering/Product timelines and what sales needs to hear in sales-friendly language   Flag gaps or slippage early enough that regional sales leaders can adjust pipeline expectations rather than get surprised in front of a customer     **Sales Training & Enablement**   Coordinate (and where necessary deliver) launch training sessions — live, recorded, or asynchronous — timed to when sales actually   needs   the knowledge, not just when the product ships   Build or commission simple enablement assets (FAQs, objection-handling guides, "what to say when it's not ready yet" scripts) so sales   isn't   caught flat-footed on partially available products   Gather field feedback post-launch and feed it back to Product/Marketing