Sole UX Program Manager running the operating layer for Dow Jones's brand function: intake from six teams, capacity, reporting, cadence. 6 fixed-date launches in his first 5 months.
Justworks makes the operating layer someone else's job so small businesses can focus. Warren Velázquez has spent 13+ years being that someone for product, design, and engineering orgs: intake, cadence, capacity, reporting. Receipts below.
This week, handled
Operating layer6
fixed-date launches in his first 5 months at Dow Jones
6
teams sending work into one intake, one plan out
6 of 8
event properties migrated onto one design system
about 80%
build time cut once the system took over
The receipts
Every title below is different. The job underneath is not. 13+ years owning how work moves, the last nine-plus at Senior and Director level: the intake, the cadence, the capacity math, the reporting, and the vendors, so the people who build things can build things.
Dow Jones
UX Program Manager, Brand · Feb 2026 to present
The sole UX Program Manager driving the Brand function; his team does not level program titles, so the scope is the marker. He manages design updates across event and conference properties, JournalHouse and the WSJ Leadership Institute among them: content design, UX/UI, motion design, some video production. About 8 events and 6 launches in his first 5 months, every one a fixed-date go-live.
He leads the design system unifying those event-site builds into one: 6 of 8 core properties migrated so far, build time cut by about 80 percent, cross-property inconsistencies gone. He owns the brand marketing team's Asana implementation for reporting, capacity, and resource management, partners with the commerce and acquisition product design teams across WSJ.com, Barrons.com, and MarketWatch.com, and coordinates freelance support.
Freelance
Senior Project Manager, Digital Production · Apr 2023 to Feb 2026
For GE Healthcare, he managed the asset-production phase of the global Better Health Study, one of GE's largest marketing campaigns: executive-level visualizations, a global website, hundreds of media assets with supporting data analysis, all delivered through one gated publishing pipeline. For Moving Brands, a UX and IA audit strengthening NYU Langone's website design system. For Prophet, an MVP website redesign for a pharmaceutical client during the merger of Endo and Mallinckrodt, plus brand definition and Webflow production for eonmen.com.
Everyrealm
Director of Creative Operations · Mar 2022 to Mar 2023
A web3 metaverse development start-up with $50M+ raised from a16z and others. He built creative production from zero: sourced and staffed 3D artists, UI/UX, motion, and visual designers, introduced the production processes, and owned the function's spend. The team delivered metaverse real estate across 12 platforms plus web2 properties and brand work, including The Row, where he owned the external vendor relationship with Monaverse end to end.
The ending, said once so nobody has to ask: the board pivoted toward game development when the web3 market turned down. The chapter ended with the market, not with the work.
Huge, embedded with Google
Senior Project Manager, Android Pod · Mar 2020 to Mar 2022
He managed updates to tv.google, android.com, and wearos.google.com, owning the design and development roadmap and a fixed launch calendar across all three, with creative, content, site deployment, and localization on the line. That included the Android 12 launch, a public, immovable date. He was the connective tissue between internal executives, Google product marketing managers and strategists, and the designers and engineers, reprioritizing continuously to hit time-sensitive dates without burning the team down. He tracked burn and spend across the properties; the engagements were among the agency's most profitable during his time.
Vertic
Senior Digital Project Manager · Jan 2017 to Mar 2020
Enterprise websites and multi-country campaigns for Vodafone, SAP Ariba, Microsoft, Innophos, and Merck. The flagship: a new B2C transactional .com and mobile app for Arizona Public Service, with a 3-month UX research phase, an 8-month UX/UI design phase producing a comprehensive design system, then stewardship into production with Infosys and 28+ engineers. A structured review cadence brought skeptical energy-utility executives along early instead of surprising them late.
POSSIBLE, then Beyond
Digital Project Manager, Digital Producer · Oct 2013 to Dec 2016
The Petfinder.com redesign, rebrand, and launch campaign; UX and development support on ConEdison's .com; the Google for Work site under a tight deadline with a distributed team. On the agency side over a decade ago, as the producer working with designers, an art director, and a Google product marketing manager, he delivered sales collateral for Google's programmatic and DoubleClick products used globally by field teams, a white paper series on Google's DoubleClick blog, five infographics published globally in 2014, and 15 animated decks for senior Google executives at the 2014 client advisory board conference, managing five designers.
The posting, line by line
Ten requirements from the posting, each mapped to receipts you can check against the resume. The chips are honest: 7 Strong, 3 Partial, 1 Gap, eleven chips across ten rows because the vendor row splits in two and pretending otherwise would defeat the point. Tap a row for the proof.
13+ years owning how work moves, the last nine-plus at Senior and Director level. Today that means running the operating cadence for a brand function at Dow Jones while fielding work from subscription strategy, product design, product management, performance marketing, CRM, and event marketing. At Huge he owned the design and development roadmap across three Google properties, sitting between internal executives, Google product marketing managers and strategists, and the designers and engineers shipping the work.
6 fixed-date launches and about 8 events in his first 5 months at Dow Jones, run in parallel, each with content design, UX/UI, motion, and some video on the line. Before that, the asset-production phase of GE's global Better Health Study, one of GE's largest marketing campaigns: executive-level visualizations, a global website, and hundreds of media assets delivered through one gated publishing pipeline.
Two years at Huge as the connective tissue between internal executives, Google product marketing managers and strategists, and design and engineering, with a fixed launch calendar and localization on the line. At Dow Jones he partners with the commerce and acquisition product design teams on acquisition, onboarding, and upsell experiences across WSJ.com, Barrons.com, and MarketWatch.com.
The design system is the cleanest receipt: eight separate event-site builds turned into one roadmap, 6 of 8 core properties migrated, build time cut by about 80 percent. At Vertic he took Arizona Public Service from a 3-month UX research phase through an 8-month design phase into production with Infosys and 28+ engineers, on a plan skeptical executives had already signed up to.
Operating vendors, Strong. On The Row at Everyrealm he owned the external vendor relationship with Monaverse through implementation and platform testing to a single coordinated launch, and managed external vendors across motion and 3D-rendering production and the promotional video. At Huge he tracked burn and spend across the Google properties. At Dow Jones he coordinates freelance support today, inside a fixed-date calendar.
Formal procurement and Finance-cycle budget, Partial. He has not run an RFP with a sourcing team or owned an annual budget through a formal Finance cycle. He has owned spend and tracked burn from the operator's chair. Said plainly here, and taken apart stage by stage in the vendor section.
The GE study ran on executive-level readouts: visualizations built for the people making the calls. At Vertic, a structured review cadence brought skeptical energy-utility executives along early instead of surprising them late, across a 3-month research phase and an 8-month design phase. At Dow Jones, the brand function's operating cadence, reviews, capacity, reporting, is his to run.
Three frameworks in live use: a design system that made eight builds behave like one, the brand marketing team's Asana implementation for reporting, capacity, and resource management, which he owns, and Relay, the intake framework that turns six teams' requests into one ordered plan. The Asana implementation is the coaching receipt: it is how the whole team runs, not a personal tool.
The Asana reporting and capacity views are his, and the GE study shipped with supporting data analysis under his management. But he has never held an analytics title, and this page will not pretend otherwise. What he does own is the layer where reporting gets designed: deciding what gets counted, and what the count is for.
He has not written production SQL, and the chip says so. The adjacent truth: he designed Relay's schema and its Asana field mapping and owns his team's reporting stack, so he works one layer above the query, and he is closing that layer now. Knowing which question to ask took thirteen years, and he takes the requirement to write the query himself seriously, which is why this chip reads Gap instead of reaching for a softer word.
He works inside a subscription business today, partnered with the teams running acquisition, onboarding, and upsell across WSJ.com, Barrons.com, and MarketWatch.com, and he spent years building for enterprise SaaS clients, SAP Ariba and Microsoft among them. He has run programs for SaaS businesses; he has not operated one. Partial, plainly.
A third of the posting
Vendor strategy gets a third of the posting, so it gets its own section here. One relationship, Monaverse, run from selection through a coordinated launch, is the spine. The other receipts pin to the stage where they belong.
Everyrealm · 2022
A creative function built from zero has no bench, so every gap is a sourcing decision. As Director of Creative Operations he staffed 3D artists, UI/UX, motion, and visual designers, and decided which work went to external vendors: motion production, 3D rendering, the promotional video. On The Row, the external platform relationship with Monaverse was his from the start.
Monaverse · client side
Client-side onboarding is its own discipline: the vendor has a platform, you have a launch date, and the space between is yours to manage. He took the Monaverse relationship through implementation and platform testing, the unglamorous stretch where vendor relationships most often quietly fail.
The Row, then Dow Jones today
The Row shipped as a single coordinated launch: vendor work, internal work, and the promotional push landing together. The recent receipt is running right now: at Dow Jones he coordinates freelance support inside a fixed-date launch calendar, where a vendor slipping a week is not an option the calendar offers.
Huge · Everyrealm
At Huge he tracked burn and spend across the Google properties, and those engagements were among the agency's most profitable during his time. At Everyrealm he owned the function's spend outright. Measurement is also where commitments live: an agreements system he built turns what people commit to in a working session into a reviewed, signed record, so a scope or a hand-off cannot quietly evaporate. That is how he thinks about vendor commitments even when no tool is in the room.
The honest edge of this claim. He has managed vendors from the operator's chair, not through a procurement organization. He has not run an RFP with a sourcing team, and he has not owned an annual budget through a formal Finance cycle. That is the Partial chip in the audit above, and it stays Partial until the work itself changes it. What he brings to that gap is everything on this rail: selection, onboarding, delivery, and spend, owned personally rather than routed through a department.
The operating layer, tooled
Start with the least glamorous line on the page, because it is the most transferable: he owns the brand marketing team's Asana implementation for reporting, capacity, and resource management. Not a tool he happens to use; the system the team runs on, and the place where every intake, launch, and staffing decision below eventually lands. Frameworks only count when other people can live in them. This one is lived in daily.
Six teams send work in six formats. One plan comes out, and everyone can see why it's ordered the way it is. That is Relay: an AI intake he built that reads what subscription strategy, product design, product management, performance marketing, CRM, and event marketing send him, six spreadsheet formats, thousands of cells, and produces one prioritized, resourced plan. The structured output pushes to Asana via the API. The six teams send to it; they do not log in. It has exactly one user, Warren, weekly, on real planning data, which is the point: it was built so one seat could hold six doors open.
In: six shapes of ask
Subscription strategy
Q3_priorities_FINAL_v4.xlsx
Product design
Product management
Performance marketing
CRM
Event marketing
Out: one plan, ordered out loud
Handed off: structured output, pushed to Asana via the API.
Representative requests; the six teams and the six formats are real. Collect, rank, hand off is the whole story at this distance. How it reads six formats is deliberately off this page: some mechanics belong in a working session, not a public one.
The limitation, named before you find it: Relay has one user and has not been hardened for a team. It proves a way of working, not a product.
The same hour goes wrong in every creative team he has worked in: agencies, a startup, in-house teams. The resourcing meeting happens, real decisions get made out loud, and then somebody has to remember them and write them up afterwards, usually late, usually thinner than what was said. So he built the loop instead. The decision gets captured as it happens and staged for a one-click yes, so nothing changes unless a human confirms it. Once confirmed, the capacity view and the plan of record update themselves. Capacity is computed rather than assumed: PTO, standing meetings, and partial weeks come off the top, and an over-capacity week shows up before the work is promised away.
The resourcing hour
In the meetingThe meeting updates the plan, instead of someone updating the plan after the meeting.
"It turned our weekly planning meeting from a doc-readout into a real conversation, and now the conversation updates the board itself."
A fully built tool, in real weekly use, built to solve a problem in his own role. He uses it for his own planning; it is not deployed across his employer, and that is a real limitation. The problem it solves is industry-wide; he has hit it at agencies, a startup, and in-house teams alike.
These are private tools, not ventures: proof of thought process and problem solving. He is not an engineer and does not hand-write production code. He specifies, directs AI agents, reviews, and sends the work back around, with staff engineers among his friends advising, and he builds only for problems he has personally run into at work.
Used this way, AI takes over the work that quietly costs a program manager the week: intake triage, status chasing, capacity math, turning meeting notes into an updated plan. The routine runs on its own, the team's hours and his land on the work that moves the needle, and the lead's time moves up to standards, staffing, vendor strategy, and the calls that need judgment. The result is a role that covers more ground than the headcount suggests, without asking anyone to work the hours that would otherwise imply.
On record
"Meticulous capacity planning to hit targets across every workstream without burnout. Exceptional communication and problem-solving."
"A team player and problem solver on a complex, multi-part, year-long program. Strong client relationships throughout."
"A great PM. Diligent on the financial, creative and timing details, and a strong voice on UX and design."
The question you should ask
The plain answer first. He is not running from anything. The Dow Jones work is real and he is good at it: the launches shipped, the design system is 6 of 8 properties in, the cadence holds. What changed is clarity, and it took thirteen years to arrive, not six months. Across agencies, a startup, and a newsroom-adjacent brand team, the part of every job he kept building whether or not anyone asked was the same part: the intake, the cadence, the capacity, the reporting, the vendors. The layer that lets everyone else focus.
That is the whole reason this page points at Justworks. He wants the operating-layer job at the company where that layer is the product's promise, doing for the Technology Division, for Product, Design, Engineering, and Data, what he has done for every org he has touched. Not a pivot. The same work, finally with its own name on the door.
And one thing said plainly, because the org chart invites the question: this role reports to a Manager of Program Management, and he is applying with nine-plus years at Senior and Director level behind him. He wants the operating-layer seat itself, not a rung. He has held the Director title; what he is after is this work, at this company, done properly.
First 30
Sit inside the operating cadence as it exists. Map how work enters, moves, and reports across Product, Design, Engineering, and Data, and write down what already works before proposing anything.
By 60
Take one or two high-priority programs end to end: scope, milestones, readouts, retros. Make the tracking boring in the best sense, so the reviews argue about decisions instead of status. Start the vendor file: who we use, for what, measured how.
By 90
Propose only the framework changes the first sixty days earned: where intake can collapse to one door, which reviews merge, what the executive readout should always contain. Small frameworks, adopted, beat big ones announced.
Happy to walk through it live if this turns into a conversation: Relay, the resourcing tool, or any receipt on this page.