Five9 Platform Administrator Jobs (NOW HIRING)

The Vice President, Strategy & Business Operations leads Five9's integrated corporate planning process and shapes the investment recommendations that flow from it. The role reports to the EVP, Transformation & Strategy and leads one of three functions in the organization, alongside the Transformation Office and Corporate Development & Integration.
The mandate spans the full arc from strategy setting to execution: defining where the company plays and how it wins, setting the financial ambition behind that direction, translating it into an integrated plan and a ranked set of investments, and holding the operating cadence that keeps execution honest against it.
The right candidate is not a strategist whose work ends at the recommendation, and not a planning administrator who inherits someone else's strategy and maintains the calendar around it. They are an operator who can drive a recommendation and stay accountable for how it plays out — someone comfortable preparing board-ready material one week and reconciling it against a functional plan the next. You will partner with the CEO, the CFO, the Chief Product Officer, the Chief Sales Officer, and the organizations they lead.
This is a small and deliberately senior team, and we expect its leader to run it as an AI-native operation. Capacity comes from agentic workflows and from principals rotating in from across the business, rather than from headcount. Five9's Business Technology organization is forward-leaning on internal AI and actively supports citizen-builder-native teams with sanctioned platforms, data access, and connectors, so the tooling you build will have real infrastructure behind it.

Key Responsibilities

Strategy setting and financial ambition

• Lead the analysis and process behind the company's strategy and financial ambition — including the intended balance of growth and profitability, for the executive team and the Board to decide.
• Own the long-range plan in partnership with FP&A — the multi-year view of where the business is going, built on a shared financial model and refreshed on a defined cycle rather than rebuilt each time it is asked for.
• Enable the strategy across the company so functional leaders can act on it without re-interpreting it.

Integrated planning and functional interlock

• Maintain one integrated plan, reconciled with FP&A — a single view that reflects the chosen balance of growth and profitability rather than a stack of functional plans assembled after the fact.
• Drive shared interlock on topline targets and OKRs so functional plans commit to the same numbers.
• Own the company OKR architecture — definition, cascade, and the discipline that keeps the set small enough to mean something.

Investment and efficiency portfolio

• Build the costed, return-ranked view of the portfolio in partnership with FP&A, so investment allocation follows the strategy.
• Bring the efficiency portfolio into the same frame as the growth portfolio, so trade-offs between the two are made deliberately.
• Set the yardstick for build, buy, and partner decisions that Corporate Development applies, so organic and inorganic options are measured consistently.
• Build the commercial and economic thinking behind our AI portfolio and ensure it is reflected in the company's integrated plan.

Bookings targets and market view

• Translate geography and product mix into bookings targets that Go-to-Market, Product, and Finance have all committed to.
• Maintain a current view of the market — competitor capability, agentic positioning, and where the industry is moving — built as a standing AI-enabled pipeline rather than a periodic project.
• Bring an outside-in perspective into planning so the plan is tested against the market and not only against last year.

Operating cadence and decision forums

• Define and standardize the QBR and MBR cadence — one structure, run consistently, with material that supports decision making.
• Stand up the cross-functional interlocks across Go-to-Market, Product, and Engineering that surface trade-offs to which functional leaders can commit.
• Build the recurring mechanisms to course-correct when the plan and reality diverge, early enough for the correction to matter.

Running the function AI-natively

• Run Strategy & Business Operations as an AI-native function — deciding how the work gets done, where agentic workflows replace manual effort, and what the team therefore does not need to focus on.
• Build the function's recurring analysis as durable pipelines — market intelligence, variance analysis, and executive reporting — with named owners and a clear standard for when output is trustworthy enough to use.
• Raise the analytical throughput of a small senior team so capacity comes from tooling and rotating secondees rather than headcount.
• Develop the team to run teams of agents — building the skill to scope, supervise, and quality-check agentic work, so throughput scales with how well a principal directs agents rather than with hours worked.

Candidate Requirements and Experience

• 10+ years of combined experience across top-tier management consulting and corporate strategy or business operations at a technology company, including time spent owning outcomes rather than advising on them.
• Experience leading a strategy, business operations, or corporate development function is required, with direct exposure to CEO, CFO, and Board audiences.
• Strong financial fluency: long-range planning, return-based investment allocation, unit economics, Rule-of-40 mechanics, and scenario and sensitivity modeling.
• Practical proficiency with AI tools and a developed point of view on how they apply to strategy and business operations work — including how large language models behave in production, where agentic systems fail, and what evaluation discipline costs to sustain.
• Demonstrated ability to translate high-level corporate ambition into scalable AI and agentic automation frameworks. Hands-on experience designing agentic workflows — orchestration, retrieval over unstructured internal content, tool use, human-in-the-loop review — is highly recommended.
• Track record of building or redesigning a planning or investment-allocation process jointly with an FP&A organization is highly recommended.
• Comfort operating on imperfect data, with the judgment to know when an answer is defensible enough for an executive audience and when the underlying systems have to be fixed first.
• Excellent executive communication. Board and executive-staff material, authored by you, on compressed timelines.
• Enterprise SaaS background, with contact center, customer experience, unified communications, or adjacent cloud infrastructure experience highly recommended. Exposure to M&A strategy, diligence, or post-merger integration is a plus.
• MBA or equivalent advanced degree is highly recommended.

About You

• You take a position. You would rather bring a recommendation with the reasoning exposed than a menu of options with the decision left open.
• You have already woven AI into how you and your teams work — not as a talking point, but as a tool that changes what is possible. You have a view on where it does not yet belong.
• You are comfortable being the person who tells the executive team the plan does not add up, and you do it early rather than at the end of the quarter.
• You work well without complete information and are precise about the difference between what you know, what you estimate, and what you are guessing.
• You build small teams of strong people and give them room, rather than scaling through headcount.
• You are drawn to a company mid-pivot rather than one running a settled playbook, and you understand that the work is unfinished by design.