Manager, Commercial Program

Journey with us! Combine your career goals and sense of adventure by joining our incredible team of employees at Royal Caribbean Group . We are proud to offer a competitive compensation and benefits package, and excellent career development opportunities, each offering unique ways to explore the world.

We are proud to be the vacation-industry leader with global brands — including Royal Caribbean International, Celebrity Cruises and Silversea Cruises — the most innovative fleet and private destinations, and the best people . Together, we are dedicated to turning the vacation of a lifetime into a lifetime of vacations for our guests.

This position will be working onsite from Miami.

The Commercial Program Manager is an individual contributor responsible for translating commercial strategy into coordinated execution across cross‑functional teams, including Revenue Management, Trade/Agency Sales, Contact Center, eCommerce/Product, CRM & Lifecycle, Performance Marketing, Brand/Content, Partnerships, IT/Enterprise Technology, Data/Analytics, Finance, Legal/Compliance, and Onboard Revenue.

This role plans, coordinates, and drives the operating rhythm for commercial initiatives—such as tactical promotions, segment and market pushes, merchandising changes, lifecycle programs, pricing and yield experiments, partner activations, and technology rollouts. The Program Manager brings structure, clarity, and cadence to complex initiatives, ensuring clear ownership, disciplined execution, and measurable outcomes.

You will own intake and prioritization processes, clarify decision ownership, orchestrate cross‑functional delivery plans in Asana, produce executive‑ready updates, and facilitate postmortems that improve future cycles. Success is defined by faster time to market, fewer bottlenecks, clear capacity visibility, and sustained improvement in commercial performance metrics (e.g., conversion, NTR, load factor, APD/APCDs, retention), alongside a higher standard for how initiatives are planned, launched, and evaluated.

1) Portfolio Intake, Prioritization & Roadmap

• Maintain a rolling 12–18 month portfolio of commercial initiatives with documented business cases, impact/effort assessments, dependencies, and accountable owners.
• Run structured intake and triage: standardize briefs, scope, and assumptions; surface tradeoffs and sequencing recommendations for leadership review.
• Define decision owners versus contributors (RACI) per initiative; document decisions clearly in a searchable system of record.

2) Program Delivery & Governance

• Own the weekly and quarterly operating cadence across partner teams, including Asana plans, milestone tracking, RAID logs (Risks, Assumptions, Issues, Dependencies), and KPI/OKR alignment.
• Coordinate cross‑functional execution by aligning timelines, handoffs, and cutover plans; elevate issues with clear options and decision asks.
• Produce concise, decision‑grade updates (one‑pagers, dashboards) for senior stakeholders.

3) Capacity, Bottlenecks & Visibility

• Provide portfolio‑level visibility into what is in flight, ownership, and delivery risk.
• Monitor interdependencies and resource constraints; recommend sequencing, staffing, or scope adjustments to maintain momentum.
• Track benefits realization against baseline assumptions and maintain a living benefits ledger per initiative.

4) Process Establishment & Continuous Improvement

• Develop lightweight, repeatable SOPs and playbooks for common initiative types; keep them current and accessible in a shared knowledge base.
• Facilitate retrospectives and postmortems; translate insights into durable process improvements (templates, checklists, working agreements).
• Continuously raise the quality of artifacts—narratives, visuals, and data—so outputs are consistently executive‑ready.

5) Analytics, Financials & Readouts

• Partner with Data and Finance to define upfront measurement plans, targets, and success criteria.
• Pressure‑test assumptions, quantify scenario impacts and risks, and track post‑launch performance versus plan.
• Ensure appropriate instrumentation exists for attribution and learning;…