Who We Are: TKO Group Holdings, Inc. (NYSE: TKO) is a premium sports and entertainment company. TKO owns iconic properties including UFC, the world’s premier mixed martial arts organization; WWE, the global leader in sports entertainment; and PBR, the world’s premier bull riding organization. Together, these properties reach 1 billion households across 210 countries and territories and organize more than 500 live events year-round, attracting more than three million fans. TKO also services and partners with major sports rights holders through IMG, an industry-leading global sports marketing agency; and On Location, a global leader in premium experiential hospitality. Reports to: Senior Director, AI Products & Platforms Level: Senior Manager equivalent, individual contributor Location: United States. Full East Coast business-day overlap required; East Coast base preferred, not required. Why this role exists TKO has deployed Glean to Wave 1 across WWE, UFC, IMG, PBR, On Location and Corporate. The platform is live. What does not yet exist is a verified core of agents, skills and Glean projects that encode how TKO actually works — built once, trusted, and reused across business units rather than rebuilt locally six times. This role builds that core. It is a hands-on build seat, and the work starts upstream of the build: going into a team's actual workflow, understanding how the work really gets done, and identifying which part of it is common enough across TKO to be worth building as a verified, supported capability. Then building it — instruction sets, sources, actions, evaluation — and shipping it as the canonical version other teams adopt and extend. The distinction that matters: this role does not exist to service agent requests. It exists to find the workflows underneath those requests, decide which ones generalize, and produce the small number of verified artifacts that let the rest of the organization build on top of them. The most important thing about this role This is a builder, not a coordinator. That distinction is the single most important filter for this hire. Plenty of strong candidates can run a program — track a plan, chase owners, produce a status deck. That is not what this seat needs. The person here has to open Glean, write the prompt and instruction set, wire up the sources and actions, test against real edge cases, watch where it fails, fix it, and ship a working agent. Then do it again and teach someone else to do it. Concretely, builder means: You have personally built and shipped AI agents or assistants that other people actually used — not scoped them for someone else to build, not overseen a vendor building them. You can write and iterate a system prompt or instruction set well enough to get a reliable answer out of an unreliable model. You can explain why a given agent is failing, and distinguish between the causes: retrieval, permissions, instructions, source coverage, or intent scope. You can design and run your own evaluation — build a test set of real user intents, define what a good answer looks like, measure fallback and error rates, and use that to decide whether something is fit to launch. You are fluent enough in the platform to tell the difference between a genuine product gap that belongs on the vendor's roadmap and something you could solve yourself in an afternoon. You can look at twenty agent requests from six business units and see the three underlying capabilities worth building. What this role is not This is not a central agent-building service. Business units and individual teams are expected to build their own agents for their own local workflows, and this role exists to make that possible — not to do it for them. Specifically, this seat does not: Take agent requests and work them in order of arrival. Incoming demand is input to a prioritization judgment, not a queue commitment. Build one-off agents for single teams where the underlying workflow does not generalize and the team could build it themselves. The answer in that case is a pattern, a template, and a working session. Act as the platform help desk. Individual user support, access issues and how-do-I questions route to IT Service Delivery and the enablement team. The correct read: a small number of verified, cross-functional builds that many teams depend on, plus the library and training that let teams build the rest without this person in the loop. Core responsibilities 1. Build the verified core The output of this section is a deliberately small set of agents, skills and Glean projects that are verified, documented, supported and reused — not a high volume of individual builds. Personally build and ship the verified cross-functional artifacts: agents, skills and Glean projects that encode a workflow shared across business units or corporate functions. Including the politically visible and technically awkward ones. This is hands-on delivery, not oversight. Own those artifacts as products, not deliverables. Each one has a named absorbing owner in the receiving teams, a standing feedback cadence, a stated scope, and a versioning and update path as workflows change. Establish what verified means at TKO and hold the line on it: tested against real intents, documented scope and limits, known owner, monitored, and safe for another team to build on top of without re-litigating it. Define and hold the quality bar before an agent goes live: top user intents covered, out-of-scope handling, human handoff path, success measures, and daily monitoring through the first two weeks. Design and run the evaluation for every agent — real-intent test set, defined success criteria, measured fallback and error rates — and use it as the launch gate. Run post-launch review on every agent. Low-adoption agents get a documented hypothesis and a decision: iterate, retire, or re-promote. Nothing sits live and unused. Diagnose and fix failures at the platform level. When the cause is a genuine product gap, escalate it with a reproducible case rather than a complaint. 2. Workflow discovery and business understanding Deciding what belongs in the verified core is the hardest judgment in this role, and it cannot be made from a request form. It requires understanding the underlying work. Go into the actual workflows. Sit with teams across WWE, UFC, IMG, PBR, On Location and the corporate functions and understand how the work genuinely gets done — the steps, the systems, the handoffs, the workarounds people have invented — not the summarized version in a request. Separate the workflow from the ask. Teams describe solutions; this role identifies the underlying process and judges whether it is genuinely local or a TKO-wide pattern wearing local vocabulary. Look at twenty requests from six business units and name the three underlying capabilities worth building. Decline the other seventeen with a reason and a path — a template, a pattern, or a working session. Bring a recommendation on where to concentrate: which capability areas justify a verified central build because they generalize, which justify a single-business build because value is genuinely concentrated there, and which the team should build itself. Maintain a live picture of workflow coverage across TKO: which processes have a verified capability behind them, which are being solved locally in incompatible ways, and where a proven pattern from one business should be promoted into the core. Be trusted by every business unit while still saying no, and be able to explain the prioritization logic in terms each business recognizes. 3. Pattern library and self-serve build The measure of this section is that teams build their own agents competently, without this person in the loop. Build and maintain the pattern library: templates, worked examples, reference instruction sets, and annotated versions of what works and why. Publish the logic for what belongs in the verified core versus what a team should build itself, so the boundary is understood rather than negotiated case by case. Run agent-building working sessions where teams leave with a shipped or near-shipped agent of their own. The intent is capability transfer, not intake. Make the verified core genuinely extensible. Teams should be able to build on top of a verified skill or project rather than starting over and know what they can safely change. Solve discovery. As the internal agent count grows, users cannot tell which agent is the right one, or which are verified versus experimental. Own how agents are surfaced, named, described and ranked so the catalogue stays usable and trust is legible. Make best practice travel. When one business unit solves something well, package it into the library — and promote it into the verified core when it generalizes. 4. Training and capability transfer Design and deliver hands-on agent-building training for business unit users and champions. Lead the sessions personally. Build the curriculum from real builds, not generic platform material — the exercises should be the actual workflows teams brought forward. Teach teams to build for themselves, including when to extend a verified skill or project rather than start from scratch. Hand the delivered framework and materials to the change and enablement team so they can run repeat cohorts without you. Produce the day-one and role-based starting-point content for Wave 2 cohorts: starter agents, worked examples, and the "what do I use this for" material for each role. Judge readiness honestly. Say when a team is not ready to build on its own, and what must change first. 5. Roadmap and demand visibility Deliberately narrow. Enough structure that demand is visible and decisions are traceable — not a request-management function. Maintain one current view of the verified core and what is coming: agents, skills and Glean projects, including notable BU-built one’s worth promoting. Provide a known path for teams to surface workflow demand, understood as input to prioritization rather than a service commitment. Use the enterprise AI scoring framework already in place rather than standing up a parallel one. Keep decisions traceable: what was built, what was declined and why, and what was pushed back to the team with a pattern. 6. Operating rhythm Deliberately light. This role is judged on what it ships, not on what it reports. Issue a short weekly written update: what shipped, what is blocked, what decision is needed. Unprompted. Maintain a live action log for build commitments with owners and dates. Come to reviews and one-to-ones with a recommendation and the tradeoffs, not the open question. Surface risk early enough to plan around it. First 90 days Days 1 to 30 — hands on the platform and into the workflows Build and ship at least three verified artifacts end to end — agents, skills or Glean projects — including two from the existing priority backlog. Work directly with at least four teams across different business units to map how their work actually gets done, not what they requested. Start the pattern library with the first templates and worked examples drawn from those builds. Publish the current view of the verified core and what is coming. First weekly written update issued in week one, and every week after. Days 31 to 60 — the core takes shape and teams start building A first read on TKO-wide workflow patterns: which processes recur across business units, which are genuinely local, and a recommendation on what belongs in the verified core for the rest of the year. Pattern library v1 complete: templates, worked examples, and reference instruction sets for the three most common build types. First hands-on training cohort delivered, with at least three teams having shipped their own agent independently. Named absorbing owners and feedback cadence in place for every verified artifact shipped. Definition of verified published and applied: tested, documented, owned, monitored, safe to build on. Wave 2 build assets ready: starter agents and role-based starting points for the next cohorts. Days 61 to 90 — the core and the library carry the work Discovery solved for the current catalogue: naming, descriptions, ranking, and a visible distinction between verified and experimental. Second training cohort delivered, curriculum handed to the change and enablement team for repeat delivery. Post-launch review run on every verified artifact, with documented decisions on the low-adoption ones. At least one BU-built agent identified, hardened and promoted into the verified core. The test: the verified core is small, trusted and depended on by multiple business units, and teams are shipping their own agents from the library without central help. Qualifications Required Demonstrable portfolio of AI agents, assistants or automations you personally built and shipped into production use by other people. This is the primary screen, and it is weighted above everything else here. Demonstrated ability to analyze a real business workflow and translate it into a technical solution — sitting with the team, understanding how the work is actually done, and identifying which part should be automated and which should not. Deep hands-on fluency with at least one enterprise AI platform — Glean, Copilot, Claude, Agentforce, or comparable — including prompt and instruction design, retrieval and permissions behavior, and tool and action wiring. Demonstrated ability to design and run your own evaluations: building test sets from real user intents, defining success criteria, and measuring fallback and error rates to decide launch readiness. Ability to diagnose agent failure at the platform level and distinguish retrieval, permissions, instruction, source-coverage and intent-scope causes. Experience teaching other people to build — training, enablement sessions, office hours, or a documented pattern library others adopted. Demonstrated judgment working across autonomous business units or divisions: finding the common capability underneath local requests, building once and reusing, and holding a defensible no. This is a technical prioritization requirement, not a stakeholder management one. Evidence of building reusable supported capability rather than volume — shared components, templates or platform assets that other teams built on top of. Based in the United States and able to work a full East Coast business day. Preferred Track record owning adoption and usage outcomes for an enterprise tool, with measurable behavior change rather than deployment or attendance metrics. Business analysis, process mapping or solutions consulting background applied to technical delivery. Experience running a demand intake and prioritization mechanism as a published process across multiple business units. Experience standing up governance for AI systems — lifecycle gates, testing, guardrails, approval and retirement. Program management discipline: cadence design, action and risk logs, readiness gates. Experience working alongside a strategic vendor relationship, including scope allocation and roadmap influence. Enablement or change management background, including champion networks and self-serve build programs. Multi-brand or federated operating environment, where each business unit has genuine autonomy and central functions must earn their mandate rather than assert it. Media, sports, entertainment or live events exposure. Useful, not required. Per local requirements and in the interest of transparency, the hourly rate shown below reflects the prevalent current hiring range for this position. Hiring pay rates are based on a number of factors, including location and may vary depending on job-related qualifications, knowledge, skills and experience. The company strives to provide locally competitive rewards packages, which include base rate along with, as applicable, short- and long-term incentives, growth and developmental opportunities, and robust benefits, such as health care, retirement, vacation and other paid time off, and additional offerings. Hiring Rate Minimum: $90,000 annually(minimum will not fall below the applicable State/local minimum salary thresholds) Hiring Rate Maximum: $120,000 annually TKO is an Equal Opportunity Employer and complies with all applicable federal, state, and local laws regarding non-discrimination in employment. TKO makes employment decisions based on merit and qualifications, without considering an employee’s or applicant’s race, color, religion, sex, sexual orientation, gender identity or expression, national origin, age, disability, marital status, veteran status, or any other basis prohibited under federal, state or local laws governing non-discrimination in employment in every location in which the Company has facilities. TKO also provides reasonable accommodations for qualified individuals with disabilities in accordance with the Americans with Disabilities Act (ADA) and applicable state or local laws. For information about Privacy and Information Security for TKO employment candidates, please review our Privacy Policy. For information regarding Terms of Use for this and other TKO websites, please review our Terms of Use. TKO Group Holdings, Inc. (NYSE: TKO) is a premium sports and entertainment company. TKO owns iconic properties including UFC, the world’s premier mixed martial arts organization; WWE, the global leader in sports entertainment; and PBR, the world’s premier bull riding organization. Together, these properties reach 1 billion households across 210 countries and territories and organize more than 500 live events year-round, attracting more than three million fans. TKO also services and partners with major sports rights holders through IMG, an industry-leading global sports marketing agency; and On Location, a global leader in premium experiential hospitality. About WWE WWE® is an integrated media organization and the recognized global leader in sports entertainment. The company consists of a portfolio of businesses that create and deliver original content 52 weeks a year to a global audience. WWE is committed to family-friendly entertainment on its television programming, premium live events, digital media, and publishing platforms. WWE’s TV-PG programming can be seen in more than 1 billion households worldwide in more than 20 languages through world-class distribution partners including NBCUniversal, The CW and Netflix. In the United States, NBCUniversal’s streaming service, Peacock, is the exclusive home to all premium live events, a variety of original programming and a massive video-on-demand library. Netflix is the exclusive home for WWE programming around the world, other than select international markets. WWE is part of TKO Group Holdings (NYSE: TKO). Additional information on WWE can be found at wwe.com and corporate.wwe.com. About UFC UFC® is the world’s premier mixed martial arts organization (MMA), with more than 700 million fans and approximately 290 million social media followers. The organization produces more than 40 live events annually in some of the most prestigious arenas around the world while broadcasting to over 975 million households across more than 170 countries. UFC’s athlete roster features the world’s best MMA athletes representing more than 80 countries. The organization’s digital offerings include UFC FIGHT PASS®, one of the world’s leading streaming services for combat sports. UFC is part of TKO Group Holdings (NYSE: TKO) and is headquartered in Las Vegas, Nevada. For more information, visit UFC.com and follow UFC at Facebook.com/UFC and @UFC on X, Snapchat, Instagram, and TikTok: @UFC. About IMG IMG is a leading global sports marketing agency, specializing in media rights management and sales, multi-channel content production and distribution, brand partnerships, strategic consulting, digital services, and events management. It powers growth of revenues, fanbases and IP for more than 200 federations, associations, events, and teams, including the National Football League, English Premier League, International Olympic Committee, National Hockey League, Major League Soccer, ATP and WTA Tours, the AELTC (Wimbledon), Euroleague Basketball, CONMEBOL, DP World Tour, and The R&A, as well as UFC, WWE, and PBR. IMG is a subsidiary of TKO Group Holdings, Inc. (NYSE: TKO), a premium sports and entertainment company. About PBR PBR is the world’s premier bull riding organization. More than 1,000 bull riders compete in more than 200 events annually across the televised PBR Unleash The Beast tour (UTB), which features the top bull riders in the world; the PBR Pendleton Whisky Velocity Tour (PWVT); the PBR Touring Pro Division (TPD); and the PBR’s international circuits in Australia, Brazil, and Canada. In 2022, PBR launched the nationally televised PBR Teams league—eight teams of the world’s best bull riders competing for a new championship expanding to 10 teams in 2024—as well as the PBR Challenger Series with more than 60 annual events nationwide. The organization’s digital assets include PBR RidePass on Pluto TV, which is home to Western sports. PBR is a subsidiary of TKO Group Holdings, Inc. (NYSE: TKO), a premium sports and entertainment company. For more information, visit PBR.com, or follow on Facebook at Facebook.com/PBR, X at X.com/PBR, and YouTube at YouTube.com/PBR. About On Location On Location is a global leader in premium experiential hospitality, offering ticketing, curated guest experiences, live event production and travel management across sports, entertainment, fashion and culture. On Location provides unrivaled access for corporate clients and fans looking for official, immersive experiences at marquee events, including the Olympic and Paralympic Games, FIFA World Cup 2026, Super Bowl, NCAA Final Four, and more. An official partner and/or service provider to over 150 iconic rights holders, such as the IOC (the Milano Cortina 2026 and Los Angeles 2028 Olympic Games), FIFA, NFL, NCAA, UFC, WWE, and PGA of America, the company also owns and operates a number of its own unique experiences. On Location is a subsidiary of TKO Group Holdings, Inc. (NYSE: TKO), a premium sports and entertainment company. About Zuffa Boxing Zuffa Boxing is a joint venture between TKO Group Holdings, Inc. (“TKO”) (NYSE: TKO) and Sela, the entertainment conglomerate. TKO serves as managing partner, providing day-to-day operational expertise, management, and oversight of the promotion, with executive leadership anchored by UFC President and CEO Dana White and WWE President and TKO Board Member Nick Khan. The promotion aims to reimagine the sport of boxing by evolving the current model to restore the sport’s rightful place in the forefront of the global sports ecosystem. For more information, follow @Zuffa_Boxing on X; and @ZuffaBoxing on Snapchat, Instagram, Threads, and TikTok.

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