Staff / Principal Technical Program Manager

Twenty, Arlington, VA

The role

You will run how Twenty's product and engineering teams plan and commit. You'll own the planning cycle: the calendar, each stage from intake through close-out, the weekly status cadence, and the delivery forecast that leadership relies on. Product managers decide what gets built and when. Engineering managers decide how it gets built and who builds it. You make sure both follow the planning process, that requirements are ready for engineering to design against, that estimates hold up, and that every date comes with an honest confidence level.

What you need

Who you are

You keep plans honest without turning planning into bureaucracy. Teams leave your sessions with a clearer plan and less overhead.
You have the engineering depth to question an estimate on its merits. You can tell when a size ignores a team's past velocity or leaves out integration and deployment work.
You say a date is at risk while there is still time to do something about it, and you say it in plain terms.
PMs and EMs trust you because you help fix the problems you find.
You hold product, engineering, and leadership to the same standard, and people on every side trust your read of the plan.
You use data on estimates and outcomes to make planning better each cycle, and you share it in a way that helps teams improve.
You write for two audiences: engineers who need the detail and executives who need the decision.
You're motivated by mission work, where a missed date affects a customer's operation.

Must have

You have 10+ years of experience in software organizations, including at least 7 years owning delivery planning across multiple teams as a technical program manager, engineering manager, or technical lead.
You have a software engineering background, or enough hands-on technical depth to read a design and judge whether its estimate is credible.
You can read a product requirements document and judge whether it's ready for engineering to break down and design against. When it isn't, you can say what's missing.
You learn a product and its customers' domain in enough depth to understand what each piece of work is for and whether or not its requirements, design, and estimate fit together.
You've run a recurring planning cycle for multiple teams, from intake through commitment and close-out, and you can describe what you changed when it wasn't working.
You've owned a delivery forecast or set of committed dates that leadership relied on, and you can show how you measured and improved its accuracy.
You've held people at every level, executives included, to the commitments they made, and kept their trust while doing it.
You've tracked engineering work against external commitments, such as customer deployments, contract milestones, or dates other organizations depended on.
You write clear, concise status reporting for engineering teams and for executives.
You must be eligible to obtain a U.S. Government security clearance.

Staff / Principal Technical Program Manager

The role

Staff / Principal Technical Program Manager

The role

What you will do

What you need

Who you are

Must have

Nice to have

Tech environment (you might work with)

What's on the table

About Twenty

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Company facts

Twenty