Senior Technical Program Manager

Who you are

• 5+ years of technical product or program management experience
• 7+ years of working directly with engineering teams experience
• 3+ years of software development experience
• 5+ years of technical program management working directly with software engineering teams experience
• Experience managing programs across cross functional teams, building processes and coordinating release schedules
• 5+ years of project management disciplines including scope, schedule, budget, quality, along with risk and critical path management experience
• Experience managing projects across cross functional teams, building sustainable processes and coordinating release schedules
• Experience defining KPI's/SLA's used to drive multi-million dollar businesses and reporting to senior leadership
• Even if you do not meet all of the qualifications and skills listed in the job description, we encourage candidates to apply. If your career is just starting, hasn’t followed a traditional path, or includes alternative experiences, don’t let it stop you from applying

What the job involves

• Own the program end to end: requirements, plan, sequencing, dependencies, risks, and delivery against measurable goals
• Run the requirements pass across every group in the loop, including the engineers whose changes get evaluated, the security engineers who handle escalations, and the managers who staff and measure the work, and turn what you learn into a concrete build backlog
• Manage the cross-team dependencies this platform runs on: the telemetry and signal sources feeding it, the visibility platforms it writes into, and the classification data it consumes. Negotiate interfaces and get them onto partner roadmaps
• Design and run a bounded pilot with explicit exit criteria, then drive the decision about what happens next based on what the data says
• Define the metrics that tell us the system is working: how accurately it routes, how well its confidence tracks reality, and whether escalations reach resolution
• Drive crisp technical decisions in design reviews. Ask the questions that surface risk early, and escalate with judgment when a dependency slips
• Own program communication to senior leadership: status, tradeoffs, and risk, stated plainly
• Build the operating rhythm for a new team from scratch, and keep process to the minimum that actually helps
• You'll start most days on dependencies: which partner team owes you an interface, what slipped, what you need to escalate
• Midday you're in a design review asking whether a decision creates a problem two quarters out, or interviewing reviewers to understand how they actually work before we build for them
• Afternoons you're in the data, checking whether the pilot is hitting its exit criteria and writing the update that goes to leadership
• Some weeks you're building the plan; others you're rebuilding it because the pilot told you something inconvenient
• We're a new team with a specific job: decide how security attention gets spent, and make that decision automatically
• Our customers are the engineers shipping code and the security engineers reviewing it
• Today both pay a tax we think is avoidable
• We work in the open with a lot of partner teams, because the interesting problems live between systems rather than inside ours
• We'd rather encode expertise into a mechanism than depend on any one person holding it, and we care more about getting the decision right than owning it