Launch manager
Full-Time W2 | Remote (US time zone) | Reports to Director of Operations
Launches drive the majority of TUB's revenue. We run them at multi-8-figure scale and they get bigger every year. The systems, the workstream leads, and most of the playbooks are already built. What we haven't built is a single seat that owns the cycle end-to-end.
That's this one. You run every launch we ship: A2A spring and fall, SuperHuman, UCL, and whatever else lands on the calendar. You inherit a working operation and your job is to own it, sharpen it cycle by cycle, and bring the ideas that compound over time. You turn what we've built into documented playbooks that scale beyond any one operator. You catch the dependency gap three weeks out that nobody else has flagged. You finish ahead of schedule when you can. You're calm when the room isn't.
This is launch ownership, not launch project management. The launch is on your desk before it's on anyone else's, and it stays there from the first planning meeting through the post-launch retro and into the trough where you harden the system for the next cycle.
Profile insights
Here’s how the job qualifications align with your profile.
Skills
Do you have experience in Workforce management?
Location
Remote
Who We Are
The Uncommon Business is the world's fastest-growing AI-first education company, teaching business leaders to architect intelligent systems, not just prompt tools. We don't do busywork, legacy thinking, or 80-hour founder weeks. We build companies where AI handles the repeatable, humans drive the irreplaceable, and leaders scale without burning out. We're profitable, EOS-driven, and operate in championship-level surge cycles. You'll be promoted on impact and ownership — not tenure. High performers thrive here. Passengers don't last.
If You Worked Here Last Week
You might have:
Built the fall '26 launch plan months ahead of go-live: the documented list of every system that broke last cycle, what each department needs rebuilt before the next one, the timeline to staff up and build it, and real buy-in from every department head to make it land.
Locked the cross-department launch sync schedule months in advance, so every team member who'd be needed during launch knew it was on their calendar long before crunch, not the week of.
Owned the post-launch retro for spring '26 end-to-end: ran the company-wide debrief, scheduled targeted 1:1s with each department lead after L10s, shipped a full Start / Stop / Keep deep-dive report, and codified the spring cycle's hardest moments into new sections of the launch playbook so the next cycle doesn't repeat them.
Spotted a launch-critical build gap three weeks before go-live during your weekly cross-pod dependency review, and rerouted two builders before it became a fire.
Ran the daily launch-week war-room standup: 30 minutes, every blocker named, every owner clear, every decision logged.
Updated the launch dashboard and sent the Director of Operations an end-of-week launch status report: where every workstream stood, what was on track, what was slipping, and what decisions needed making before Monday.
Spent the trough between launches rebuilding the contractor bench, hardening the three things that broke last cycle, and walking the Marketing pod through the new pre-ramp playbook so they hit the next ramp in motion, not at a standstill.
Your Core Responsibilities
We value ownership over task lists. Here's where you'll lead:
Launch Ownership End-to-End. You own every TUB launch cycle in full: A2A (spring and fall), UCL launches, anything else we run. The calendar, the dependency map, the war-room cadence, the daily standups during peak, the decision log, and the post-launch retros. From the first planning meeting months out through the final post-mortem, every cycle, the launch is on your desk before it's on anyone else's. You bring it home, you catch what's getting missed, and you finish ahead of schedule when you can.
Launch Playbook Authorship. Most of the systems are already built. You turn them into documented launch playbooks that survive turnover and scale beyond any one operator. Every retro produces playbook updates. Every cycle gets sharper because the last one's hardest moments actually got written down. The pre-ramp playbook, the war-room playbook, the rollback procedures, the launch-week comms cadence: you own that they exist, that they're current, and that anyone who needs them can find them.
Cross-Department Capacity & Cadence. You own the launch capacity tax (the 25 to 50% time commitment every department makes during launch surge cycles) and the cadence around it. You pre-commit capacity at quarterly OKRs, you lock the launch operating cadence months before launch week (not days), and you get real buy-in from every department head on what their team needs rebuilt before the next cycle. During launch, you enforce the commitment and defend the BAU freeze calendar when departments push back. When two pods need the same resource during peak, you call it. Every team member with launch responsibilities knows what they're committed to and when, long before crunch.
Pre-Launch System Hardening. Between launches is when the real work happens. You own the post-launch system-hardening priorities (what we fix, what we automate, what we kill) and you make sure those priorities get shipped before the next cycle starts. This is how launches get easier instead of harder over time.
Partner With the Operations Manager on PM Standards. The Operations Manager owns company-wide PM standards. You apply them in the highest-pressure operating mode TUB runs, and you have the authority to deviate during launch when a textbook process won't survive the surge. You're a partner on the standard, not a rebel against it.
The Traits We’re Calling In
We hire humans, not checklists, but success here requires:
You've run multi-8-figure launches before. You've owned a launch cycle at multi-8-figure revenue or higher and shipped it on time, more than once. A $35M or $50M launch doesn't intimidate you. You can describe the exact mistakes you don't repeat anymore.
You bring calm energy when the room is hot. Launches break process and people. You run tighter, not looser, when the pressure is on. The team feels you in the room and the temperature drops.
You're a system-builder, not a war-room celebrity. The point of you isn't to be the hero who saved the launch. It's to be the operator who made the launch boring. You dot every i, cross every t, finish ahead of schedule when you can, and spot the dependency three weeks out that nobody else has flagged. If at T0 your team is calm and your dashboard is green, you did your job.
You document compulsively. You believe a launch isn't owned until the playbook says how to run it next time. You don't keep the system in your head. You put it on paper, in Notion, in a shared playbook that the next contractor or workstream lead can ramp on without your time.
You're remote-startup native. You've run distributed teams in fast-moving companies. You don't bring a 2015 process to a 2026 company. You write things down, make decisions in writing, and don't need to be in the same room to ship.
What Success Looks Like
You own these key metrics:
Launch On-Time: Every launch hits every committed pre-launch milestone on the date it was committed. Go-live happens as scheduled. Pre-launch QC checklists are complete 48 hours before launch, not the morning of.
Capacity Commitments Honored: Every department's launch capacity commitment shows up in their actual calendars during surge, not just on paper at quarterly OKRs. When you ask Marketing for X hours during ramp week, those hours exist. When you ask Build for Y people during peak, those people exist.
System Hardening: Every post-launch retro produces a hardening list that ships in full before the next cycle. The "things that broke for the second launch in a row" list shrinks every cycle. The "things that broke for the third launch in a row" list is empty.
War-Room Discipline: Daily launch-week standup runs in 30 minutes or less. Every blocker has a named owner and a 48-hour clock. The decision log is current at the end of every day, not a catch-up at the end of the week.
Playbook Currency: Every retro's hardest moments are codified into playbook sections within 2 weeks. New contractors and workstream leads onboard from the playbook, not from your calendar. Each cycle generates fewer "how did we handle X last time?" questions because the playbook already has it.
Zero Surprise Commitments: Every team member with launch responsibilities knows what they owe the launch, and when, months in advance. Post-launch retro shows zero "I didn't know I was needed" moments. No one finds out about a critical dependency in the last 72 hours.
📋 Schedule Flexibility
Launch Season Expectations:
Our launch seasons are intentionally high-intensity and fast-paced to drive transformation for our clients and our team. During every launch cycle (10 to 12 weeks per cycle), team members in launch-critical roles are expected to be available from 7 AM to 7 PM, with additional hours often required for preparation, execution, live event support, and post-launch debriefs.
This pace is not for everyone, and that's okay. We set this expectation clearly so that only those who thrive in high-accountability, high-impact environments choose to be here.
This role is launch-critical year-round. During cycles, you run them. Between cycles, you prepare for the next one. The pace varies. The focus doesn't.
In return, you'll be part of a team that moves fast, solves real problems, and builds meaningful outcomes. You'll grow rapidly, work alongside exceptional talent, and contribute to work that truly matters.
Applications are initially reviewed using AI-assisted screening tools to assess alignment with role requirements. All hiring decisions are made by humans.
This role is open to North America (Central time). Certain locations may have additional requirements. Final compensation may vary based on location.
The Uncommon Business is an equal opportunity employer. We believe diverse teams build better companies.
The Uncommon Business | People-First. Systems-Driven. Built for Scale
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