Senior Manager, Procurement Product Activation

About Ramp Ramp is building the smart infrastructure for finance teams, embedded in the transaction flow of every dollar a business spends. We automate how over $200B in annualized spend flows in and out of 70,000+ companies: authorizing payments, flagging risk, categorizing spend, and closing books. The problems are high-stakes, data-dense, and unforgiving. We hire people with high agency and high urgency. We look for slope over intercept. We care less about where you trained and more about what you’ve built. At Ramp, everyone is a builder who owns problems end to end and makes consequential decisions that shape the outcome. The median Ramp customer saves 5% and grows revenue 16% in their first year – far in excess of businesses operating without Ramp. We believe every ambitious company deserves the same. If you want to build systems that directly shape how companies move and manage billions, Ramp is the place to do it. About the Team & Role Ramp's procurement product is changing how companies buy. We've built the fastest intake-to-pay platform on the market — 3x faster than traditional P2P workflows, with AI that automates sourcing, contract extraction, approval routing, and invoice matching in one place. Customers save an average of 16% on vendor spend annually and eliminate 46+ hours of manual purchasing work every month. As Manager of Procurement Activation, you're the person who makes that real at scale. You'll lead a team of Procurement Activation Specialists working with Mid-Market customers, typically 100 to 999 employees, $50M to $100M in revenue, from discovery and configuration through go-live. Where your ICs work directly with CFOs and controllers to redesign how individual companies buy, you're building the system that makes those implementations excellent, repeatable, and fast. This is a founding role. There's no playbook to inherit — you'll write it. That means developing your people, building the motion from scratch, and becoming the primary procurement authority across Customer Success, Sales, Account Management, and Product. When an implementation needs to move, teams come to you. 🎯 What You'll Do Lead & Develop the Team - Hire, onboard, and develop Procurement Activation Specialists; own their ramp from week one to full independence - Run structured 1:1s and coaching that moves ICs from reactive to proactive, and from execution to insight - Build a team culture where CSMs, AMs, and AEs don't just loop you in on escalations — they come to your team first, before things get complicated Define & Lead Strategy - Build the Procurement Activation playbook from the ground up: define what excellent looks like at every stage — discovery, configuration, customer education, go-live — and codify it so the team can execute it consistently and independently - Turn implementation patterns into structured product feedback Engineering and Product can act on. You're the bridge between what customers experience in the field and how the product gets better. - Partner with Sales, AM, and CSM leadership to define how procurement deals get handed off, scoped, and resourced — and own those standards across the organization Operationalize & Scale - Build the implementation process to survive growth: as Ramp's procurement product ships new capabilities and the customer base expands, you're ahead of what needs to change - Spot systemic blockers across implementations, drive resolution across functions. Product gaps, handoff failures, coverage issues. - Represent procurement activation in GTM planning, headcount conversations, and roadmap discussions. This team has a seat at the table because you've earned it! 🧠 What You Bring - Procurement depth that earns the room: you understand procure-to-pay workflows, approval structures, ERP integrations, and vendor management well enough that a Controller or VP of Finance trusts your judgment on the first call. - Real people development experience: you've managed or closely mentored ICs and can point to specific moments where someone's skills or confidence visibly changed because of how you worked with them. Formal management tenure matters less than the quality of those examples. - Cross-functional influence without authority: you get alignment from people who don't report to you, communicate clearly at every level — AE, CSM, AM, VP — and hold your position when priorities compete - You've built something people actually use: a playbook, a training program, an escalation framework — something you created from scratch that outlasted your direct involvement and others adopted as their own - Writes and speaks with precision: you can walk a Controller through a procurement workflow and brief a VP on why an implementation is stalling, on the same day, in the same register of credibility 🌟 Nice to Have - Experience in a customer-facing implementation or success role at a procurement software company (Coupa, Zip, Procurify, Stampli, Ivalua, or similar) or working

Procurement depth that earns the room: you understand procure-to-pay workflows, approval structures, ERP integrations, and vendor management well enough that a Controller or VP of Finance trusts your judgment on the first call. Real people development experience: you've managed or closely mentored ICs and can point to specific moments where someone's skills or confidence visibly changed because of how you worked with them. Formal management tenure matters less than the quality of those examples. Cross-functional influence without authority: you get alignment from people who don't report to you, communicate clearly at every level — AE, CSM, AM, VP — and hold your position when priorities compete. You've built something people actually use: a playbook, a training program, an escalation framework — something you created from scratch that outlasted your direct involvement and others adopted as their own. Writes and speaks with precision: you can walk a Controller through a procurement workflow and brief a VP on why an implementation is stalling, on the same day, in the same register of credibility.

Lead & Develop the Team: Hire, onboard, and develop Procurement Activation Specialists; own their ramp from week one to full independence. Run structured 1:1s and coaching that moves ICs from reactive to proactive, and from execution to insight. Build a team culture where CSMs, AMs, and AEs don't just loop you in on escalations — they come to your team first, before things get complicated. Define & Lead Strategy: Build the Procurement Activation playbook from the ground up: define what excellent looks like at every stage — discovery, configuration, customer education, go-live — and codify it so the team can execute it consistently and independently. Turn implementation patterns into structured product feedback Engineering and Product can act on. You're the bridge between what customers experience in the field and how the product gets better. Partner with Sales, AM, and CSM leadership to define how procurement deals get handed off, scoped, and resourced — and own those standards across the organization. Operationalize & Scale: Build the implementation process to survive growth: as Ramp's procurement product ships new capabilities and the customer base expands, you're ahead of what needs to change. Spot systemic blockers across implementations, drive resolution across functions. Product gaps, handoff failures, coverage issues. Represent procurement activation in GTM planning, headcount conversations, and roadmap discussions. This team has a seat at the table because you've earned it.