Director - Revenue & Marketing Delivery, PMO

What are we building?

Hard Rock Digital is a fiercely focused team working to become the best online sportsbook, casino, and social gaming company in the world. We're building a deeply curious team with a passion for learning, operating, and building new products and technologies for millions of consumers. We're customer-obsessed — we care about each customer interaction, experience, behavior, and insight, and strive to ensure we're always acting authentically.

Rooted in the kindred spirits of Hard Rock and the Seminole Tribe of Florida, Hard Rock Digital taps a brand known the world over as the leader in gaming, entertainment, and hospitality. We're taking that foundation of success and bringing it to the digital space - ready to join us?

What’s the position?

The Director of Revenue & Marketing Delivery is a senior, hands-on delivery leader and highly experienced individual contributor.

Reporting to the PMO and embedded across Revenue, Marketing, CRM and Growth, this role exists to personally drive high-impact commercial initiatives from definition through to measurable results.

This is not a management layer and not a coordination role. You will not sit above the work, you will own it. You will lead complex initiatives directly, shape solutions, align stakeholders, resolve blockers and ensure delivery lands commercially.

Critically, this role requires more than delivery excellence. You must have operated within revenue or operational teams and understand how commercial performance is created in practice, including acquisition, retention, CRM strategy, promotional mechanics, player lifecycle, operational constraints and margin trade-offs. You are expected to contribute meaningfully to leadership discussions as a commercially credible voice, not just facilitate execution.

You bring strong Business Analyst foundations, deep commercial judgement and the confidence to challenge when work does not align to strategy or commercial reality.

Core Accountabilities

Personally own and drive strategic commercial initiatives

• Lead complex, cross-functional initiatives end-to-end.

• Define scope, outcomes, sequencing and commercial success measures.

• Translate strategic priorities into executable plans and drive them through to measurable impact.

• Step into the detail where required, shaping requirements, clarifying commercial logic, resolving dependencies and unblocking teams.

• Take accountability for outcomes, not just coordination or reporting.

Embed within revenue and marketing leadership

• Operate as a trusted partner to Revenue, Marketing, CRM and Growth leaders.

• Engage as a peer in commercial and operational discussions, bringing informed challenge and perspective grounded in real experience.

• Test whether proposed initiatives will genuinely move revenue, margin or customer value.

• Ensure delivery priorities reflect commercial reality, not internal noise or politics.

Own commercially grounded roadmaps

• Maintain an integrated, outcome-focused view of initiatives across Revenue, Marketing, CRM and Growth.

• Sequence and prioritise work based on commercial impact and operational feasibility.

• Proactively challenge scope, timing or resourcing when misaligned with business goals.

• Ensure roadmaps remain dynamic and responsive to trading performance and strategic shifts.

Drive momentum and accountability

• Actively track progress and intervene decisively when delivery slows or drifts.

• Remove blockers and resolve cross-functional friction directly.

• Hold peers accountable for commitments with clarity and confidence.

• Maintain relentless follow-through until outcomes are realised.

Create clarity without bureaucracy

• Provide simple, trusted visibility into progress, delivery confidence and commercial impact.

• Surface risks, trade-offs and misalignment early, with clear recommendations.

• Ensure leadership discussions translate into actions, owners and timelines.

What success looks like

• High-priority commercial initiatives move quickly and deliver measurable revenue or operational impact.

• Leadership sees this role as a commercially credible driver of outcomes, not a governance function.

• Strategy translates into focused execution with minimal drift.

• Misalignment, delivery risk and resourcing gaps are identified early and addressed decisively.

• Revenue and Marketing teams operate with greater clarity, pace and accountability.