Manager, Services

See what you can do with Prophix

Finance teams across 100+ countries use Prophix One™ to replace manual processes with intelligent planning, reporting, and automation. We are a globally connected team and we are growing. If you are looking for a role where your work reaches customers across industries and borders, and where the people around you are invested in doing great work, this is worth reading.

We have teams and offices across Europe, North America, Brazil, and Australia. Trusted by more than 3,000 finance teams across 100+ countries, Prophix One™ is built for organisations that want to plan smarter and move faster.

As Manager, Professional Services, you'll lead a team of Consultants and Solution Architects delivering Prophix One implementations for finance teams across EMEA, balancing hands-on coaching with oversight of project timelines, quality, and client outcomes. You'll join the Professional Services organization within Prophix's broader Customer Success function, working closely with Sales and Delivery leadership to keep engagements on track and clients successfully live on the platform. Your team's execution directly shapes retention and expansion (GRR/NRR) for the accounts you support.  

What You Will Do

Delivery Management 

• Own end-to-end delivery health across a portfolio of Prophix One CPM/FP&A implementation and migration engagements across EMEA/UK — not just schedule adherence, but whether each engagement is on a trajectory to produce a renewable, referenceable customer. 

• Know when to escalate and when not to: distinguish normal implementation friction from early warning signs of scope creep, stakeholder disengagement, or risk to go-live — and raise the right issue to the right person before it becomes a renewal problem. 

• Hold the team accountable to delivery best practices and methodology — not as a compliance checkbox, but as the mechanism that prevents the predictable failure modes (unclear success criteria, weak CS handoff, slipping hypercare exit) that lead to mid-term churn. 

• Actively watch for and intervene on churn risk during delivery — disengaged sponsors, missed milestones, shifting business priorities — and own the corrective action, not just the flag. 

• Keep stakeholders current through both written and verbal updates — concise, data-forward status to clients and to internal leadership (PS, Sales, CS) that reflects real engagement health, not just RAG status on a tracker. 

• Maintain accurate, current data in delivery and reporting tools so portfolio health, capacity, and forecast are trustworthy at a glance — reporting hygiene is a delivery responsibility, not an afterthought.