Vice President and General Manager

Vice President & General Manager, Dance Studio Owners Association

Department: Product & Strategy

Reports To: Chief Product Officer

Location: Austin, TX (Hybrid Required)

Overview

At TogetherWork, we set a high bar for clarity, collaboration, and execution. Our leaders own outcomes end to end, carry a number, and work in close partnership with Marketing, Revenue, Payments, CX, and the product teams serving the same customers. This is a business leadership seat in a member-facing coaching and community business, and the person in it is accountable for the growth and the health of that business.

The Dance Studio Owners Association (DSOA) is the largest community of dance studio owners in the world. DSOA teaches studio owners how to run profitable businesses through coaching, curriculum, events, and membership programs, and it sits alongside DanceStudio-Pro in the TogetherWork portfolio. This is a full business with its own P&L, its own brand, and a member base that expects expert guidance from people who understand the arts.

Our members are studio owners carrying payroll, staff, parents, and hundreds of kids on their shoulders, running a business they took on because they love dance. They come to DSOA for help with the part nobody taught them. We hold ourselves to one standard above the others: every member leaves us better than we found them.

We use AI deliberately and responsibly. AI carries operational load: research, drafting support, segmentation, analysis, and preparation. Curriculum, coaching, and member communication are authored and edited by people with real operating expertise, because members paying a premium price can tell the difference between a program built by experts and filler produced at volume. Leaders here are expected to know where AI improves the work and where it degrades it.

Hard work is the norm here, for the good of our customers and the long-term health of the company. This role reflects those expectations: accountable for revenue, credible with an arts-driven member community, data-informed, and grounded in professionalism and positive intent.

Role Summary

The Vice President & General Manager, DSOA owns the DSOA business end to end. That includes the P&L, membership growth and retention, the coaching organization, curriculum and programming, events, marketing performance in partnership with the TogetherWork marketing team, and day to day operations.

DSOA delivers coaching through a network of more than 30 coaches, mentors, and community leaders. This is a high-touch, premium coaching business where each member relationship carries significant annual value, so retention economics carry more weight than member count. Growing the coach network, in size and in quality, is the constraint on growing the business.

The business carries a defined margin target and an annual growth target, both set with the executive team. The longer-term purpose is to secure the studio software and payments relationship. Studio owners who coach with DSOA should stay on DanceStudio-Pro and process payments with TogetherWork at materially higher rates than studios who do not. This leader holds the margin and growth targets and sequences investment to protect software and payments retention.

The first two years include a rebuild of the member experience: a new membership portal, a refreshed DSOA brand and website, and a higher production standard for events.

The person in this seat is also the public face of DSOA to the dance and performing arts community, so credibility with studio owners matters as much as business judgment.

This is also a people job. The person in this seat coaches and develops the DSOA team, sets the tone for how coaches show up for members, and builds something durable: programs, systems, and a bench of talent that hold up long after any one leader moves on.

TogetherWork serves small business owners across a range of segments, and this leader will take part in exploratory research and planning for those segments.

Key Responsibilities

Business Ownership & P&L

• Own the DSOA P&L, including revenue, margin, and the annual operating plan.
• Build the annual growth plan and deliver the revenue growth and margin targets set with the executive team, with a monthly forecast.
• Define with Finance how software and payments contribution from DSOA members is attributed, and report combined member economics against it.
• Set pricing and packaging across membership tiers, coaching programs, events, and digital products.
• Own net revenue retention and average revenue per member as primary health metrics alongside new member growth.
• Decide where DSOA invests: programs, headcount, marketing spend, and partnerships.
• Identify new revenue lines, including sponsorship, certification, and expanded product offerings.
• Contribute to TogetherWork exploratory research and planning for other small business segments, bringing what the DSOA model shows about community, coaching, and retention.

Membership Growth, Benefits & Value

• Own member acquisition, activation, renewal, and lifetime value across all membership tiers, including Inner Circle.
• Reduce churn through onboarding, engagement programs, and member success practices.
• Deliver on the member value commitment at every tier.
• Define how member value is calculated and documented so the figure holds up to member scrutiny and to a renewal conversation.
• Design new benefit types and set what belongs in each tier, keeping a clear gap between standard and top tier so the upgrade is obvious.
• Manage cost to deliver against the value promise so added benefits do not erode margin.
• Grow revenue per member through program expansion, tier upgrades, and add-on offerings.
• Use member data, usage signals, and direct feedback to set the roadmap for programs and benefits.
• Build referral, community, and advocacy programs that bring new studio owners in.
• Partner with the DanceStudio-Pro team on cross-sell between software and membership.

Coach Network

• Build and lead the network of 30 plus coaches, mentors, and community leaders end to end: recruiting, onboarding, development, compensation, and performance management.
• Grow the network to meet member demand and program growth, with a sourcing pipeline that stays ahead of demand.
• Build a certification and onboarding standard so a new coach reaches full quality faster and the member experience stays consistent as the network grows.
• Test and benchmark coaches against defined standards on a set cadence, with recertification and quality metrics that measure member business outcomes and are visible to members and the business.
• Source coaches with credibility in new coaching domains as the program expands beyond studio operations.
• Develop the coaches themselves, with particular attention to business acumen so the guidance studio owners receive holds up financially.
• Design a compensation model that holds margin as the network scales and rewards member retention and outcomes.
• Manage coach capacity against member demand and program load, and keep a bench for growth and coverage.
• Resolve escalations and protect the member experience when coaching quality slips.

Member Experience, Brand & Platform

• Own the member experience end to end and set the roadmap for a new membership portal covering content, coaching, community, and program delivery in one place.
• Partner with TogetherWork Product and Engineering on the portal build: define requirements, prioritize releases, and hold the outcome.
• Lead a DSOA brand refresh and a new website, working with TogetherWork marketing and design.
• Raise the production standard of events, content, and member communication to match a premium price point.
• Define the member journey from first touch through renewal and set the standard for how members are supported at each stage.

Software & Payments Attach

• Build a joint motion with DanceStudio-Pro so DSOA membership and software reinforce each other in acquisition, onboarding, and renewal.
• Grow payments adoption and processing volume among DSOA members in partnership with the TogetherWork payments team.
• Use coaching engagements as a natural path to software and payments adoption, without turning coaching into a sales channel that members resent.
• Measure and report the retention and payments attach differential between DSOA members and non-member studios, track combined retention across membership, software, and payments, and use both to justify continued investment in coaching.

Coaching Portfolio & Curriculum

• Own the curriculum roadmap across live coaching, on-demand training, masterminds, and intensives.
• Expand the coaching portfolio beyond core studio operations into business growth, studio expansion, preparing for and executing a studio sale, student recruitment and enrollment growth, filling off-peak class times, managing slow seasons, and hiring and retaining teachers.
• Add owner wellbeing coaching covering burnout, workload, and resilience, with clear boundaries between coaching and licensed clinical care and a referral path when a member needs more than coaching.
• Add financial coaching covering pricing, cash flow, profitability, and owner compensation, structured to stay clear of regulated investment and tax advice.
• Decide which coaching domains DSOA staffs directly and which come through vetted partners.
• Refresh program content on a set cadence so material stays current with what studio owners are actually facing.
• Measure every program on completion rate, member outcome, and contribution to retention and revenue.
• Retire programs that do not perform and reallocate the investment.

Events, Conferences & Community

• Own an annual in-person conference end to end: format, content, speakers, sponsorship, attendance, and financial performance.
• Build a retreat program for top tier members, sized and priced to be a reason to stay at that tier.
• Run a virtual event calendar that keeps members engaged between in-person gatherings.
• Grow sponsorship and partner revenue against the event portfolio.
• Own the member community experience, including peer groups and the norms that keep the community worth belonging to.

Marketing & Brand

• Partner with TogetherWork marketing on demand generation, campaign performance, and funnel conversion for DSOA.
• Own the DSOA brand and voice in the dance and performing arts community.
• Serve as the forward-facing leader for studio owners, representing DSOA at industry conferences, competitions, and studio owner events.
• Build partnerships with dance organizations, vendors, and adjacent brands that add reach and revenue.
• Own the member content engine, including podcast, social, and email programs.

Team Leadership & Operations

• Lead the DSOA business day to day, across coaching, programming, community management, and operations, including a coach network of 30 plus.
• Coach and develop the team. Grow people into larger roles and build a bench so the business does not depend on any one person.
• Set the tone for how coaches and staff show up for members, including in the hard conversations about money, staffing, and whether a studio should keep going.
• Run the operating cadence: weekly metrics, monthly forecast, quarterly planning, and retrospectives.
• Replace informal processes with documented systems that hold up as the business grows.
• Set hiring plans, manage to budget, and make the call on structure as the business changes.
• Hold the team to TogetherWork standards on accountability, self-reflection, and speed.

Responsible Use of AI

• Hold the editorial standard for everything members receive, with a named human accountable for each piece.
• Set the rules for where AI is used at DSOA and where it is not, and enforce them as the team and the coach network grow.
• Use AI where it removes operational work: member segmentation, churn signals, feedback analysis, scheduling, research, and coach preparation.
• Use AI to support quality review of coaching sessions, with human judgment making the call on coach performance.
• Be transparent with members about where AI is part of the experience, and handle member data consistent with TogetherWork policy.
• Automate manual operational work so the team spends its time on coaching and member relationships.

Qualifications

Required Qualifications

• Current or recent executive experience (President, CEO, General Manager, or VP) with full P&L accountability.
• Background in dance, the performing arts, or arts education, either professionally or as a studio or program operator.
• Experience leading a membership, community, or association-based business, with accountability for growth and retention.
• Direct experience with coaching or mentoring programs, as a coach, a program leader, or the leader of a coaching organization.
• Track record of holding a margin target while funding growth, including the judgment to sequence investment instead of funding everything at once.
• Experience with a business model where part of the monetization sits outside the immediate P&L, such as attach, cross-sell, or ecosystem economics.
• Experience leading a brand refresh, website relaunch, or customer-facing platform launch.
• Experience designing membership tiers and benefit packages, including how value is defined, priced, and defended at renewal.
• Experience producing in-person conferences, retreats, or large member events with accountability for content quality and event P&L.
• Experience building and managing a distributed network of coaches, mentors, contractors, or affiliated practitioners, including recruiting, quality standards, and compensation design.
• Business acumen across pricing, forecasting, budget management, and P&L analysis.
• Experience with a high-value recurring revenue model, where individual customer or member relationships are worth thousands of dollars a year and retention determines the outcome.
• Marketing fluency across demand generation, brand, events, and sponsorship or partnership revenue.
• Track record of building teams and installing systems where processes were informal or undocumented.
• Working fluency with AI tools, and the judgment to know where AI improves a program and where it produces filler that a paying member will notice.
• Strong public presence and communication skills. This role is visible to members and to the industry.
• Willing to travel for DSOA events, industry conferences, and member gatherings.
• Must be located in Austin, TX. Hybrid work required.

Preferred Qualifications

• Experience serving SMB owner-operators, particularly in service businesses.
• Experience in a private equity backed or multi-brand portfolio company.
• Understanding of where coaching ends and regulated practice begins in wellbeing and financial advice, and how to structure programs accordingly.
• Experience with high-ticket coaching, mastermind, or premium membership programs.
• Experience with digital education, online course, or certification businesses.
• Experience with sponsorship sales, event revenue, or partnership development.
• Familiarity with dance studio management software or comparable vertical SaaS.
• Experience launching a new line of business or entering a new market segment.

Interview Integrity & Use of AI

We value authenticity, expertise, and real-time problem solving during our interview process. Candidates are expected to represent their own knowledge, experience, and thinking without the use of AI-assisted tools during interviews.

The use of any AI tools during interviews, including real-time scripting, recording, transcription, response generation, or coaching tools, is strictly prohibited. This applies to phone, video, in-person, and case-based interviews.

We strongly value candidates who understand how to use AI tools effectively and responsibly, and this role requires that fluency. Interviews still need to reflect the candidate’s own abilities and perspectives. Any candidate found using AI-assisted tools during the interview process will be immediately disqualified from consideration.

Our Commitment to Members

Members are the reason this role exists. TogetherWork is investing in DSOA leadership, programs, platform, and events because studio owners deserve a community that keeps getting better rather than one coasting on what worked five years ago. That investment should be visible in the coaching members receive, the tools they get, and the events they attend.

The person in this seat is accountable for that, and for the standard behind it. Every member leaves us better than we found them.

Why This Role Matters

DSOA is where TogetherWork earns trust with dance studio owners before, during, and beyond the software relationship. At a premium annual price, coaching quality is the product and retention determines the financial outcome. The strategic case is larger than the coaching revenue: a studio owner who coaches with DSOA, runs the studio on TogetherWork software, and processes payments with us is the most durable relationship in the portfolio, and the hardest for a competitor to take. The leader in this seat holds the margin and growth targets, decides whether the coach network scales without losing quality, and determines whether members stay. Done well, this leader leaves behind a coaching organization, a member experience, and programs that keep serving studio owners for years.

The Company offers a comprehensive employee benefits program, including:

Medical, dental, and vision insurance options
100% Employer paid short/long term disability
100% employer-paid Basic Life and AD&D insurance
401(k) retirement plan with a 100% company match up to 4%
Flexible paid personal/vacation time built on mutual trust and accountability
10 sick days annually
10 company paid holidays
12 weeks paid parental leave

Inclusion and Diversity: TogetherWork is an Equal Employment Opportunity Employer. We are a company where diverse backgrounds, experiences and viewpoints are valued. TogetherWork does not make hiring or employment decisions on the basis of race, color, religion, gender, gender identity, sex, sexual orientation, disability, veteran status, age, ethnic or national origin, or any other basis protected by all local, state or federal laws.