Senior Director/Director, Technical Program Management

As a leader you will be partnering with principal engineers and product, finance, and business leaders. You will own program strategy through execution and realization of business benefits, with accountability for decisions and outcomes that shape the organization's long-term direction.

Key responsibilities

Set multi-year program direction. Identify systemic constraints and opportunities, define the problem and desired outcomes, and establish the strategy, investment case, and roadmap. Recommend which initiatives to start, stop, or re-sequence as customer needs and business priorities evolve.

Shape technical strategy. Work with principal engineers and architects to expose scaling limits, hidden dependencies, and failure modes. Challenge assumptions with engineering evidence, influence architectural choices, and drive resolution of consequential tradeoffs across services with their technical owners.

Connect engineering investments to business results. Quantify customer impact, cost of delay, and expected returns. Partner with product and finance to prioritize investments in growth, customer retention, capacity, or unit economics, and verify that programs deliver their intended benefits.

Own execution across organizations. Establish an integrated delivery strategy for interdependent programs spanning multiple services and leadership teams. Own the critical path, drive resource and scope decisions, and recover execution when assumptions fail. Remain accountable through production readiness and adoption.

Drive executive alignment and decisions. Reconcile competing director and VP priorities, negotiate commitments, and establish decision rights without direct authority. Write concise decision documents that make technical and business consequences clear, recommend a course of action, and drive follow-through.

Resolve systemic risks. Identify recurring weaknesses in architecture, capacity planning, ownership, and delivery practices. Lead corrective programs that address root causes across services. Incorporate security, resilience, launch readiness, and operational sustainability into investment and release decisions.

Build durable operating mechanisms. Establish planning, decision, and review practices that teams use independently. Create trusted forecasts and outcome metrics, automate manual work, and demonstrate sustained improvements in delivery speed, service quality, or cost against agreed baselines.

Multiply leadership capacity. Mentor senior TPMs, strengthen technical judgment and program strategy across the TPM community, and contribute to hiring standards. Spread proven approaches across organizations while staying personally engaged in the highest-risk technical and business decisions.

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