I build the programs and tooling that make customer experience scale.

This is my case for the CX Program Manager role at Personio: the work I do best, laid out the way I would run it.

Joe Ryan Munich

Joe Ryan, Head of Onboarding and Implementation at Maltego

As Head of Onboarding and Implementation at Maltego, here is what I built and the numbers it moved.

200%

Onboarding completion rate lift, within 9 months

~25%

Efficiency gain, 5 to 10 hrs saved per Onboarding Manager each week

4.9/5

Team CSAT on the onboarding experience

15k+

Learners on the program I built and scaled

15%

Retention and ARR lift from redesigning onboarding

Proof of work

Three programs, scoped to delivery, proven with data.

Each one is the same arc this role runs on: take a messy, cross-functional problem, build the fix and the tooling, and move a number that matters.

Built and scaled the product Adoption Score

The problem

There was no reliable way to measure product adoption for Maltego Monitor. The data lived scattered across multiple systems, and no single adoption metric existed.

What I did

With too little connective data to hand it off, I proved the concept by hand first: mapped the data, designed the calculation framework, and ran the early rounds manually. Then I worked with Business Intelligence, RevOps, and Product to automate the full pipeline.

The result

A metric that did not exist became an automated, cross-team monthly adoption score that now drives renewal and expansion forecasting and triggers earlier, usage-based interventions.

Landed an org change that raised completion 200%

The problem

Leadership directed a restructuring of the onboarding function, and it had to land without dropping delivery. Changes like that fail when they are announced instead of managed.

What I did

I implemented the new structure: split the scaled function into distinct Digital and Scaled Onboarding roles, took ownership of the relationships with Sales, Account Management, and Customer Success leadership, and set clear lines on who owns what.

The result

The reorganized team drove a 200% increase in onboarding completion rate within nine months, and has performed strongly since.

Ran the LMS rollout as a structured project

The problem

We needed a Learning Management System stood up and actually adopted, not just purchased, across multiple systems and stakeholders who each wanted it done differently.

What I did

I ran it as a structured project: scope, milestones, risk mitigation, and stakeholder alignment. I owned the platform configuration and the data migration across the LMS and project tooling.

The result

Delivered on time and scaled to 5,000+ users. The learning program it underpins has since grown to 15,000+.

How I use AI

Automate the repeatable. Keep judgment where it matters.

Hands-on fluency, governed by knowing when full automation is not the answer.

Onboarding Managers were losing hours to manual, repetitive work: handovers, session follow-ups, and reporting spread across too many tools. I built the operational backbone first (Asana with Make automations, later consolidated into Planhat).

Where full automation broke on cross-functional blockers, I did not force it. I built targeted AI skills instead, an Onboarding Handover skill and a Post-Session Ritual skill, keeping a human in the loop where judgment mattered. I also cut tool sprawl, consolidating out of Metabase, Mixpanel, and Salesforce for this workflow.

This mirrors how Personio approaches AI with aurio: the system does the legwork, the person decides. It is why the AI-fluency part of this role felt native to me.

The outcome

~25% efficiency gainAbout 5 to 10 hours saved per week, per Onboarding Manager

Backbone built once, then automated where it was reliable
AI skills filled the gaps full automation could not
Human kept in the loop on the calls that need judgment
Tool stack consolidated, not expanded

Why Personio

The values line up, and so does the moment.

Certified B Corp

This one is big for me.

Working somewhere that is certified as a B Corp has been a goal of mine for a while. Seeing Personio commit to it made this role land differently. Values and a company doing well at the same time is the combination I have been looking for.

Investing where customers feel it

Profitability lets Personio keep investing in what customers experience. Payroll is central to that: growing 80% year over year, now serving 1,500+ customers, with room to run as the European market heads toward $27 billion by 2035. Alongside it, Personio doubled its support capacity to improve response times and shipped 300+ features last year, including AI enhancements that cut the manual work HR teams handle every day.

Human in the loop

aurio does agentic candidate sourcing and screening, built human-in-the-loop: AI does the legwork, the recruiter decides. That is precisely how I think about AI in CX, so the approach is not something I would have to adopt here. It is already how I work.

Why this hands-on role

The work I am best at, and most energized by, is the hands-on program building: scoping the problem, building the workflow and the tooling, and proving it moved the number.

This role is squarely that, at a scale and in a company I am excited about. I am not looking to step back from impact. I am looking to get closer to the build.

Joe Ryan