The opportunity
Brand Studio sits at the center of everything Stripe shows the world — from visual identity and brand systems to campaigns, events, digital experiences, and global marketing. The studio functions as a creative multiplier: setting the standards, building the systems, and…
What you'll do
Architect the Brand Studio ecosystem. Engage cross-functional partners: Marketing, Product, Comms, PMM — before briefs exist. Turn ambiguous asks into clear, sequenced workstreams so creative leaders inherit clarity, not chaos.
Build and maintain the Brand Studio roadmap. Sequence and prioritize work: based on business importance, creative opportunity, and team capacity. Give leadership a forward-looking view of what's coming — and the tradeoffs involved.
Set the conditions for great work. By the time a project reaches a creative: director or producer, the business need is defined, stakeholders are aligned, and the problem is framed. Creative leaders shape the work. You shape the environment that makes the work possible.
Own and evolve the operational infrastructure. Build the intake processes,: alignment frameworks, and communication rhythms that help Brand Studio run at scale. Refine them as the team grows.
Make how Brand Studio works visible to the company. Partners should be able: to find the roadmap, understand where their project stands, and know what it takes to show up ready. The process of working with Brand Studio shouldn't require a meeting to explain.
Run the business of Brand Studio. Own the budget, manage agency and external: production partnerships from procurement through delivery standards, and partner with Finance on clear accounting structures. Give the team the resources and partnerships it needs to deliver.
What they're looking for
- + years of experience in brand operations, creative operations, or creative: program management. A track record of building operational systems at the function level, not just executing inside them.
- + years managing a team of producers, program managers, or operations: professionals, with clear evidence of developing talent and building production capability.
- Demonstrated experience engaging cross-functional partners before briefs are: written — shaping workstreams, clarifying business needs, and setting creative teams up to succeed.
- Experience building and owning an annual creative roadmap for a team or: function, including prioritization frameworks, capacity planning, and tradeoff communication with senior leadership.
- A track record of building operational infrastructure: intake processes, prioritization systems, partner communication frameworks — that scaled and outlasted your direct involvement.
- Experience managing significant budgets, including developing transparent: accounting structures in partnership with Finance.
- Strong stakeholder management and executive communication skills, with the: ability to align competing priorities and influence without authority across a large, cross-functional organization.
- People management instincts that build team judgment rather than dependency —: genuine delegation, direct feedback, and a consistent bias toward developing others over personal execution.
