Director of Technical Program Management

Who you are

• 8+ years in technical program management, with 3+ leading TPM teams or functions, ideally including founding one
• Delivery leadership in a regulated financial environment: you have run programs with examiner deadlines, audit findings, SOX-adjacent controls, or material-weakness remediation, and you know how public-company audit exposure changes program management
• Technically credible with platform engineering: you can read an architecture discussion, pressure-test an estimate, and hold your own on sequencing conversations with senior engineers without pretending to be one
• Demonstrated experience with at least one of: M&A integration, legal-entity restructuring, or large multi-party partner migrations
• Operates through influence in organizations where authority is split across reporting lines. You get things done with people who don't report to you and don't want another meeting
• Writing-first operator: your default artifacts are documents and dependency maps, not status meetings
• Crypto/digital-asset domain experience is a plus, not a requirement. Regulated-fintech delivery scar tissue matters more

What the job involves

• You will join as the first program manager for R&D and build the Technical Program Management function from scratch within your first year
• This is not a process-improvement role
• It is an execution-risk role at a public company where missed delivery on regulated commitments has audit, examiner, and investor consequences
• Timely and predictable delivery of product
• This is the mandate everything else serves
• You own delivery integrity across the product portfolio: dates that mean something, cross-team and cross-entity programs (acquisition integrations, legal-entity restructurings, partner and vendor migrations) executed end-to-end, and early escalation the moment a plan and a commitment diverge
• When BitGo says something ships, it ships
• Building trust between product and our regulatory, compliance, legal, finance, and audit partners
• Run the programs where product delivery and control exposure intersect: new-product regulatory review pipelines with fixed examiner deadlines, remediation of audit findings where the fix is a product build, and delivery against commitments made to regulators
• These partner teams need to trust that product's plans are real and product needs to trust that review clocks are predictable; you are the person who makes both true, and who forces conflicts between remediation timelines and exposure windows into explicit decisions rather than letting them ride
• Portfolio dependency and capacity integrity
• Maintain the single source of truth for where resources are allocated, which programs must land when, and what is at risk
• Surface contradictions, such as committed goals with unstaffed critical-path dependencies, duplicate ownership, or cross-team dependencies that live in nobody's plan, before they surface as quarter-end misses
• Build a credible picture of keep-the-lights-on load so real capacity is known, not guessed
• Surface contradictions — committed goals with unstaffed critical-path dependencies, duplicate ownership, cross-team dependencies that live in nobody's plan — before they surface as quarter-end misses
• The product operating rhythm
• Run the execution-review cadence for the product org: initiative status that is current and honest, launch readiness that commercial can sell against, and a working blocker-escalation path with SLAs
• You make status cheap to produce and impossible to fudge
• The TPM team
• You start as the first program manager for R&D, hands-on, running the highest-exposure programs yourself, and build out the function within a year, hiring 1–2 TPMs against proven need
• Set the bar for what program management means here: outcome-accountable, technically fluent, and light-touch on teams that are already delivering
• What success looks like in the first two quarters
• Every regulated-delivery program has a dated plan reconciled against its external deadline, with gaps escalated in writing. There should be no compliance commitment tracked in a spreadsheet nobody owns
• Committed goals and staffing are reconciled: zero commitments with unstaffed critical-path dependencies that leadership hasn't explicitly accepted
• One integration or entity program demonstrably run end-to-end through your operating model
• Product leads report the coordination overhead went down, not up. If the org experiences TPM as a reporting tax, the function has failed regardless of the dashboards
• Who you will partner with
• Product managers, who keep outcome accountability and decide what to build. You take the cross-team coordination load off their plate and bring escalation muscle when a blocker sits in another org
• Engineering leadership, who own technical decisions, estimates, and delivery. You provide program-level sequencing and a single dependency view across teams, operating by partnership rather than positional authority
• Compliance, legal, and risk, who own regulatory judgment. You build the delivery machine around that judgment — submission pipelines, review-clock tracking, and remediation plans mapped to the audit calendar
• Commercial leadership, who own revenue and client commitments. You give them launch dates they can sell against and a real intake path when deal-driven commitments need to enter the roadmap
• Finance and audit, for whom you keep control-remediation milestones honest against the audit calendar, with slippage escalated the week it happens

Benefits

• Company-paid medical, dental, and vision plans
• Catered lunches, fresh snacks, and gourmet coffee
• Commuting made easy with company-paid Caltrain passes
• Competitive compensation, stock options, and 401k plan
• Top-end computer equipment to power your work
• Flexible vacation time
• Remote/hybrid friendly with physical location workspaces