360training

At 360training, we’re more than an online training provider—we’re on a mission to empower people and organizations to thrive. As a fast-growing leader in online and live training across multiple industries, we deliver regulatory-approved training and certifications that power careers and businesses.

Our culture is grounded in two values: Deliver Results and Do the Right Thing. We operate as a collaborative, performance-driven organization where data plays a critical role in shaping strategy and outcomes. If you’re excited to turn analytics into impact and influence meaningful decisions, 360training is the place for you.

Project Manager Operations Reliability & SLA

The Project Manager Operations Reliability & SLA role leads and rolls out the PMO SLA governance model for service catalog, service tiers, response / resolution expectations, escalation paths, ownership model, reporting cadence, and internal / external provider obligations— along with overall operational delivery visibility for leadership.

The primary focus is establishing, managing, and reporting the SLA process across internal teams and, where needed, external vendors or commercial providers — ensuring service expectations, support obligations, response times, escalation paths, and reporting are clearly defined and visible.

This is a governance and coordination role, not a hands-on technical operations role.

The role leads to what service level the business needs and how it should be governed. DevOps / Technology defines how that service level is technically measured, monitored, operated, and achieved.

Success depends on SLA and service-management expertise, portfolio and operational coordination, vendor management, stakeholder leadership, and enough technical literacy to partner credibly with DevOps / Technology.

Key Responsibilities

SLA Governance & Service-Level Management (Primary Focus)

Establish and rollout the SLA governance process across internal teams and external / commercial providers. Define business-facing SLA expectations with stakeholders — service priorities, support needs, escalation requirements, and acceptable service levels. Partner with DevOps / Technology to translate business SLA expectations into technical SLOs, SLIs, monitoring, and operational reporting — without owning the final technical definitions. Ensure SLA commitments, support models, escalation paths, and reporting expectations are documented and visible to leadership. Track SLA performance, incident trends, production-support health, and operational risk using data and reporting provided by Technology Ops.

Operational Delivery Visibility & Portfolio Governance

Maintain portfolio-level visibility into service catalog, service tiers, production support, and reliability. Track operational initiatives that consume the SLA Governance Model. Ensure major work is represented on the portfolio sheet rather than running invisibly. Maintain intake hygiene: separate bugs / issues from feature requests and ensure feature requests do not bypass intake through BAU or support channels. Coordinate operational project plans, risks, dependencies, and escalations.

Capacity & Tradeoff Planning

Help leadership understand operational tradeoffs between BAU, security, architecture, reliability, and project delivery.

Reporting & Leadership Visibility

Report SLA, incident, reliability, and operational trends (provided by Technology Ops) in a clear, leadership-ready form. Maintain a single, trusted view of operational delivery health that leadership can rely on for decisions. Use AI to support reporting where helpful — e.g., synthesizing operational and SLA data, summarizing trends, and surfacing emerging risk — with human oversight and clear guardrails.

Stakeholder Leadership & Communication

Act as the bridge between business stakeholders and DevOps / Technology — translating business needs into governed service levels, and technical reporting back into business insight. Build shared ownership of service levels across teams and influence outcomes without direct authority over technical execution. Communicate clearly and credibly to leadership, and coordinate escalations calmly when operational risk rises. Accountable for ensuring that all discussions result in clear decisions, defined ownership, actionable next steps, agreed scope boundaries, documented trade-offs, and transparent follow-through. Demonstrates the ability to communicate with clarity, professionalism, and appropriate candor; facilitate alignment across diverse stakeholders; and accurately represent differing viewpoints while maintaining objectivity and organizational priorities.

Qualifications

Education & Certifications

Bachelor’s degree in Business, Information Technology, Operations, or a related field; equivalent practical experience considered. PMP / PgMP and/or service-management certification (e.g., ITIL) preferred. Agile certification a plus; cloud or security familiarity helpful but not required.

Experience

5–8+ years in PMO, program/portfolio management, IT service management, or operational governance, including experience leading cross-team governance processes. Demonstrated experience establishing and managing SLA / service-level governance across internal teams and external / commercial vendors. Track record of operational delivery visibility — portfolio/intake governance, capacity coordination, and leadership reporting. Experience partnering with DevOps / SRE / Technology teams and translating business needs into technical requirements (without owning technical execution). Vendor and commercial-provider management experience, including SLA negotiation and oversight. Exposure to reliability, production support, security, and architecture concepts sufficient to govern and report on them credibly; M&A / vendor-transition experience a plus.

Skills

SLA & service-level governance: designing and running SLA processes, support models, escalation paths, and reporting. Portfolio & intake governance: BAU visibility, intake hygiene, and separating defects from feature demand. Vendor / SLA management: defining, negotiating, and overseeing service commitments with commercial providers. Reporting & analytics: Power BI / Excel for operational and SLA reporting and leadership dashboards. Tooling: Atlassian suite — Jira / Jira Service Management for SLAs and operational tracking, Confluence for governance documentation. Technical literacy: working understanding of SLOs/SLIs, monitoring, incident and escalation concepts — enough to partner with DevOps / Technology, not to execute. AI fluency: practical use of AI for operational reporting and trend synthesis, applied with sound judgment and guardrails.

Soft Skills

Strong facilitation and bridge-building between business and technical teams. Outstanding communicator, written and verbal, across technical and business audiences. Ability to influence and drive alignment without direct authority over technical execution. Calm, organized coordination of risks, dependencies, and escalations. Strong analytical and prioritization skills, with attention to detail and a governance mindset. High adaptability and comfort operating in a fast-changing, increasingly commercial technology environment.

We Offer Great Benefits

Competitive salary and annual bonus

Paid Time off and company recognized holidays Health & Medical Supplemental coverage Dental Coverage Emergency Travel Coverage Mental Health & Virtual Care Life & Accidental Coverage

Why This Role Matters

As 360training scales and shifts toward more commercial and vendor-provided solutions, this role is the governance anchor that keeps operations visible and accountable. By owning the SLA process, surfacing BAU and operational work in the portfolio, protecting capacity, and giving leadership a single trusted view of operational health, the Operations / Reliability / SLA Lead ensures the business defines and governs the service levels it needs — while DevOps / Technology is left clear to deliver them.