Senior Technical Program Manager

The network is growing faster than anyone can track by hand. You are the first program manager they have ever hired, and the portfolio is yours from the annual plan to the Board deck.

Remote · Latin America · $4,500-$6,000 USD/month · Full-time · Independent Contractor · Regular overlap with Pacific and Central US business hours

Why this role exists

Our client is a fast growing internet service provider in the United States, connecting homes and businesses to high speed broadband. As the network expands, so does the volume and complexity of the engineering projects behind it, and until now nobody has owned that portfolio end to end. They need someone who can hold the whole thing, from the capital plan through execution and into the Board update.

What you'll own

The full Engineering and Network project portfolio: CAPEX, non CAPEX, strategic, operational and business as usual

The annual project and capital plan, built with Engineering leadership: budgets, schedules, priorities

Projects from planning through completion. You run the reviews, track the deliverables, and escalate when it matters

Budgets, commitments, actuals and forecasts, with variances flagged before they turn into problems

Dependencies across Engineering, Finance, Procurement and vendors

Weekly portfolio reporting, and the quarterly content that goes to the Board

Project charters, risk registers, decision logs and closeout documentation

Why this is interesting

You are building the function, not inheriting it. How this company manages projects will be what you decide it is

The scope runs all the way up. Your reporting is what leadership and the Board use to make decisions

Real infrastructure, real money, real deadlines. Fiber in the ground, not slideware

What we're looking for

7 or more years in project or program management, ideally on complex technical or infrastructure work

Proactive by nature. You chase down answers instead of waiting for status updates to land in your inbox

Comfortable with numbers, not just schedules. You can explain a budget variance as clearly as a missed milestone

You hold people accountable without being difficult about it

You write clean documentation, because you know someone will need it six months from now

Strong English. You will be in rooms with US leadership and vendors

Regular overlap with Pacific and Central US business hours

Bonus

Telecommunications, ISP, network engineering, fiber or data centers

Circuit deployments, migrations, or infrastructure hardware rollouts

Vendor and procurement management

PMP, PgMP or Agile certification

What success looks like

First 90 days

You get a real handle on the current project portfolio, meet the key stakeholders on the Engineering side, and start producing accurate weekly status reporting that people actually trust.

Ongoing

Leadership always knows what is on schedule, what is not, and why. Budgets and forecasts stay current. The quarterly Board update is something you build with confidence, not something you scramble to assemble the week before.