Original job description
About Bite
Bite builds the self-ordering software behind restaurant kiosks and handheld devices. Our customers are operators who serve thousands of guests a day, and our product shows up at the exact moment a guest decides what to order. We serve people who serve others, which shapes how we work: responsive, prepared, and genuinely invested in our customers' success.
As our customer base has grown into larger enterprise brands, so has the complexity of getting our product into their restaurants. This role exists to make that complexity invisible to the customer.
About the Role
This is a project management role at its core, with a technical surface area and two immediate priorities.
The first is an enterprise rollout spanning hundreds of restaurant locations, with several outside vendors involved. We are the point of coordination, and you will be the person who makes sure every piece arrives on time and in the right order so that sites go live on schedule.
The second is a new product launch. You will run the internal program across product, engineering, QA, and customer-facing teams, and serve as the primary point of contact for the partner testing it with us.
Beyond those two, you will pick up additional projects as the business needs them. The constant is the skill set: organized, technically fluent, calm under a tight schedule, and trusted by everyone on both sides of a project to tell them the truth about where things stand. We use Claude across the company, and we expect everyone to build with it, not just chat with it.
What You'll Own
Enterprise Multi-Site Rollout
Act as the single point of coordination across all vendors involved in the rollout, including hardware, network, installation, and point-of-sale partners, holding each to a shared timeline.
Build and run a launch calendar supporting one to two site go-lives per day, with every prerequisite confirmed before a site enters the queue.
Track readiness at the site level: network validation, hardware delivery and staging, menu and configuration build, staff training, and day-of support coverage.
Hold vendors accountable to committed dates. Push back when a date is at risk, and escalate early with a recommended path forward rather than only a problem.
Maintain rollout reporting that serves both a field manager who needs today's detail and an executive who needs the trend.
Run a structured post-launch loop so that what goes wrong at site 12 is fixed before site 20.
New Product Launch
Project manage the internal launch across product, engineering, and customer-facing teams, keeping dependencies visible and timelines honest.
Serve as the communication bridge to the alpha testing partner's team, setting expectations, reporting progress, and making sure their feedback reaches the people who can act on it.
Translate feedback, bugs, and agreed requirements into clearly written Linear tickets with enough context for engineering to act without a follow-up conversation.
Drive tickets to close: triage, follow up, confirm QA, and verify that what shipped matches what was agreed.
Protect scope. When a request belongs to a later phase, route it to product rather than letting it quietly expand the current build. You will not be scoping the product itself, but you will be the one who notices when scope moves.
Run the launch cadence, including internal standing check-ins, a regular written update to the alpha partner, and a clear record of decisions.
Write the customer-facing documentation for the new product, including setup guides, feature walkthroughs, and release notes, and keep it current as the build changes.
Deliver demos and training to the alpha partner’s team, and build materials that can be reused once the product moves past alpha.
Run the final acceptance pass on each release. Engineering owns its own QA;
once a build is code complete, you and product work through it together to find the gaps, edge cases, and anything that would confuse a customer in the real world. You sign off before it reaches the alpha partner.
Ongoing Program Management
Take on additional projects as they arise, applying the same structure and communication discipline.
Build a repeatable process out of what works, and document it so the next rollout does not start from scratch.
Prepare updates and presentations for stakeholders at every level, including the C-suite.
What You Bring
Three to five years of project or program management experience, including at least one multi-site rollout, software implementation, or launch involving outside vendors or partners.
Technical fluency. You can read a network or hardware requirement, understand an integration dependency, and ask engineering a useful follow-up question without needing it translated first.
Hands-on experience with a ticketing or project tracking system. Linear experience is a plus; strong Jira or Asana experience transfers well.
Exceptional attention to detail. In a one-to-two-site-per-day launch cadence, a missed prerequisite becomes a missed go-live.
Professional written and verbal communication, with the range to brief a technician in the morning and an executive sponsor in the afternoon.
Sound escalation judgment. You know what you can resolve, what needs a decision from someone else, and how to raise it without creating alarm.
The ability to spot a developing problem early and respond with a concrete mitigation plan rather than a status update.
Comfort coordinating across customer-facing, product, and engineering teams, each of which measures progress differently.
Fluent with AI tools and actively looking for where they apply. You use them to synthesize vendor threads, turn call notes into tickets, and assemble status reporting, so your own time goes to the judgment calls and relationships a tool can’t handle. You are equally clear on where AI output needs a human check before it reaches a customer.
Sound product judgment in a final review. You can look at a finished build and spot where a real customer would get stuck, and write it up clearly enough that engineering can act on it without a follow-up conversation.
Strong writing and presentation skills, with the range to turn a technical process into a one-page guide a restaurant manager can follow mid-shift, and to run a live training session for a partner’s product team.
How You Work
Hybrid, with a home setup that supports the role: reliable high-speed internet, a quiet and professional space for customer calls, and a backup plan for when a connection fails during a live launch. In office as needed to collaborate with the product team and complete testing.
Self-directed. You build your own structure, set your own checkpoints, and do not wait to be asked for a status.
Positive and steady in front of customers and vendors, while being direct internally about what is at risk.
Flexible within reason across U.S. time zones. Restaurant go-lives often happen before a store opens or after it closes.
You have built something with AI, not just used it. A custom skill or agent, a prompt-driven workflow your team adopted, an automation that took a recurring task off your plate. Come prepared to walk us through what you built, what it replaced, and what you’d do differently. You reach for AI by default on synthesis work, and you know where the output needs a human check before it reaches a customer.
Nice to Have
Restaurant, hospitality, or retail technology experience
Familiarity with point-of-sale systems or POS integrations
Experience supporting an alpha or beta program with a design partner
Experience presenting program status to executive stakeholders
