Senior Technical Program Manager

Who you are

• You bring active fluency with AI tools to this work, both in how you operate personally and in how you help GRC think about what AI-augmented execution requires
• 4+ years of technical program or project management experience within a software engineering environment
• Bachelor's degree in a technical/STEM field or equivalent professional experience
• Demonstrated experience operating across Engineering, Product, and UX in a multi-team software organization, with a track record of influencing direction without direct authority
• Active use of AI tools (such as Claude, Copilot, or LLM-based workflows) as a core part of how you work
• Ability to engage credibly in technical conversations, including architecture, dependencies, and sequencing risk
• Comfortable naming structural risk clearly, even when the message is unwelcome
• Experience facilitating trade-off decisions and briefing at the director and VP level
• Track record of identifying organizational root causes and driving durable solutions
• Strong written communication; able to synthesize fragmented information into shared understanding
• Experience applying and adapting delivery frameworks; you know when structure helps and when it creates friction
• Understanding of how AI-augmented development changes how engineering teams plan and execute
• Experience in GRC, compliance, financial reporting, or regulated-industry software
• Comfortable building structure in ambiguous environments
• Reliable internet access for remote and flexible work arrangements

What the job involves

• As a Senior Technical Program Manager on the GRC team, you are the organizational partner to Engineering, Product, and UX leaders building complex, customer-facing software
• You are also the connective tissue between technical delivery and the business teams who take it to market: CPX, Solution Consultants, and the go-to-market teams who depend on what your programs produce
• Where Product owns what gets built and Engineering owns how it gets built, you own whether the organization has what it needs to deliver
• That means creating clarity so others can move faster, enabling decisions so leaders can act with confidence, and removing the friction that keeps good teams from doing their best work
• Continuously assess whether programs are structured to succeed, not just on schedule
• Ask the questions others are not asking, across any function. Read absence as a signal: the update that stopped coming, the risk nobody is naming, the decision that has been deferred longer than it should be
• Drive alignment across Engineering, Product, and UX as conditions change, reconciling divergence before it becomes an execution gap
• Engage in technical conversations with enough fluency to participate credibly: understanding architecture decisions, dependency risk, and sequencing implications
• Identify what is blocking forward progress and choose the right lever to remove it: facilitation, coordination, or escalation with a clear framing
• Synthesize cross-functional risks and ensure they reach the right owner with enough time to act
• Name what others are managing around. When a program is at structural risk, say so directly to the people who need to hear it
• Surface recurring friction patterns and drive improvements to how teams plan, coordinate, and execute
• Prepare the organization for ownership transitions before responsibility shifts, not after
• Use AI tools actively as part of how you work: synthesizing information, accelerating communication, and improving quality of shared context to reduce the coordination overhead that comes from manual status-gathering
• Track how AI-augmented development changes delivery patterns on your programs and contribute to the TPMO's AI operating model
• Reliable internet access for remote and flexible work arrangements