Senior Program Manager-Games

Mob Entertainment is a startup multimedia studio that is best known for our hit indie horror game " Poppy Playtime" . This franchise is one of the hottest new properties in gaming, and our team is naturally expanding as our ambition expands. To give a taste of our brand's popularity, more than 100 billion YouTube views of Poppy Playtime related content have occurred since the game's launch 4 years ago.

Senior Program Manager, Games

The Role

Mob Entertainment is seeking a Senior Program Manager, Games to act as the operational backbone of the Games Division and the right hand to the General Manager of Games

In this role, your program will be the games division itself. You will run the operating rhythm of the division, own the GM’s meeting calendar and agenda, prepare the GM for every meeting that matters, capture decisions and action items, and chase them to completion. You will aggregate status, risks, and key metrics from every department in the division (Production, Engineering, Art, Game Direction, Design, Marketing/Publishing, QA, Product, and Player Experience) into clear, decision-ready packages for the GM. When the GM needs an answer, you will get it. When a decision is pending, you will surface it. When something is at risk, you will flag it early.

This is a senior operating role, not an administrative one. You will be trusted to make real-time judgment calls about what reaches the GM and what does not, to say no on the GM’s behalf to department directors and, at times, to the CEO and CCO, and to do so in a way that builds trust rather than friction. The bar for this hire is judgment as much as organizational skill.

This is an individual contributor role reporting directly to the Vice President / General Manager, Games Division.

This is a remote position with preference for US time zones to align with the GM's working hours and the broader division.

Key Responsibilities

1. Operating Rhythm and Meeting Management

Own the GM's recurring meeting cadence across the Games Division, including leadership syncs, milestone reviews, greenlight reviews, Brand Stewardship Committee touchpoints, and one-on-ones with department leads.

Build and maintain agendas for every GM-led meeting. Confirm objectives, attendees, pre-reads, and decision points before the meeting starts.

Run meetings on the GM's behalf when appropriate, particularly recurring operational meetings where the GM's presence is not required.

Capture decisions, action items, and owners in every GM-attended meeting. Publish notes promptly and track items to closure.

Protect the GM’s calendar. Decline or redirect meetings that do not require the GM. Consolidate duplicative meetings. Build in focus time for strategic work. Own and enforce the division’s existing meeting-discipline standards and the associated KPIs.

2. Information Aggregation and Reporting

Build and maintain a single source of truth for division status. Pull weekly inputs from Production, Engineering, Art, Game Direction, Marketing/Publishing, QA, Product, and Player Experience into a consolidated dashboard or status document.

Translate raw status updates into clear, concise, decision-ready summaries for the GM and, when appropriate, for the CEO, CCO, and CFO.

Maintain the division's OKR tracking. Update key results weekly, flag at-risk objectives, and prepare quarterly OKR review materials.

Own the division's contribution to QBRs, leadership offsites, and board-level reporting. Coordinate inputs from department leads, edit for clarity, and deliver finished materials on schedule.

Build briefing packs for the GM ahead of executive meetings, partner meetings, and external commitments.

3. Decision and Action Tracking

Maintain a running log of open decisions awaiting the GM. For each, document context, options, recommendations from department leads, and the recommended timeline for resolution.

Track every action item assigned in GM-led meetings. Follow up with owners, escalate when items slip, and close the loop with the GM on completion.

Maintain a division-level risk register. Surface emerging risks to the GM with enough lead time to act.

Coordinate cross-functional follow-ups when a single decision touches multiple departments. Ensure handoffs are clean and nothing stalls in transition.

4. Special Projects and Operating Support

Take on discrete operating projects at the GM’s direction, such as drafting division memos, organizing greenlight committee materials, or assembling supporting materials for hiring plans and org design work the GM is leading. This role executes and project-manages these efforts; it does not originate strategy, headcount, or org design decisions.

Prepare the GM for external meetings (partners, platform holders, vendors) with briefing materials, prior context, and recommended outcomes.

Coordinate division-wide initiatives that do not have a clear functional owner, such as governance rollouts, decision rights documentation, or new operat…