Principal Technical Program Manager, Engineering

We’re reorganizing engineering into 16 to 18 small squads grouped under five technical domains. Each domain has a lead who stays hands-on in the code, and squad leads keep their engineering titles and spend at least half their time building. There’s no director layer between them and the VP of Engineering, which keeps decisions close to the work. The tradeoff is that nobody is currently coordinating across squads. You’ll be that person.

This is the first and only TPM inside engineering, reporting to the VP of Engineering. You’ll own whether cross-domain programs are visible and on track: which squad blocks which, what has to land before what, and where the technical dependencies sit. Then you’ll automate as much of that as you can, so coordination scales with the number of teams instead of growing with them.

You won’t have direct reports, and you won’t own product or technical decisions. Domain and squad leads own delivery, and product owns what gets built. Your leverage is clarity: the right information in front of the right people before something slips. If you need a team under you or a title to get things done, this role won’t be a good fit.