Technical Program Manager

• Lead and Manage a small team of program and project managers
• Drive the execution strategy for multiple complex programs within Fulfillment
• Bridge the gap between Global Fulfillment Executives, Plant Operations, and Core Engineering
• Ensure organization's clarity on investments, status, blockers, and success definitions
• Design feedback loops and governance models for technical initiatives

Principal Technical Program Manager, Fulfillment

• Drive delivery on cross-functional initiatives within and across Technology Departments
• Enable teams to plan, de-risk, and execute critical initiatives
• Report progress and coordinate across technology teams
• Engage with stakeholders at all levels to ensure visibility and address concerns
• Monitor progress and recommend adjustments to surface risks
• Identify technical risks related to infrastructure performance, capacity, security, and compliance

Staff Technical Program Manager

• Frontier Lab Program Management: Lead the end-to-end execution of high-priority technical programs for frontier AI labs, managing the delivery of massive-scale datasets and bespoke engineering milestones.
• High-Volume Data Operations: Architect and oversee pipelines for delivering high-volume data samples across multiple modalities (text, image, video, audio), ensuring strict adherence to delivery cadences without sacrificing precision.
• End-to-End Quality Control: Partner with production to implement rigorous, automated, and human-in-the-loop QC frameworks to ensure data integrity across various domains and languages.
• Bespoke FDE Deliverables: Lead technical workstreams to deliver custom research and engineering improvements via the forward-deployed engineers, such as RAG (Retrieval-Augmented Generation) workflow optimizations, model evaluations, and synthetic data generation.
• RL & Environment Management: Oversee projects involving Reinforcement Learning (RL) environments, ensuring the infrastructure and human-feedback loops are optimized for model alignment and performance.
• Technical Consultation: Serve as the primary technical point of contact for AI researchers and engineers at partner labs, translating complex research needs into actionable engineering roadmaps.
• Cross-Functional Leadership: Bridge the gap between forward-deployed engineering resources, research, and production teams to ensure LILT can serve the needs of the frontier AI market.

Senior Technical Program Manager, Applied AI

• lead large, cross-functional programs from strategy and planning through launch and post-launch learning
• translate business and product priorities into clear program plans and milestones
• align Product, Engineering, and Design teams on scope, sequencing, risks, dependencies, and tradeoffs
• drive program execution across complex platform areas
• communicate progress, decisions, and risks clearly to senior and executive stakeholders
• partner with engineering and architecture leaders to ensure technical plans are scalable, realistic, and maintainable
• improve how teams plan and deliver by strengthening governance, reporting, and program management practices
• mentor partners and model operational excellence

Principal Technical Program Manager, Industry Software

• Drive each workstream through milestone planning, baseline, and replan cycles; ensure capability milestones, dependencies, and target dates are clearly documented and current.
• Manage the critical path and surface schedule risk early; partner with workstream tech leads to negotiate trade-offs when a milestone slips.
• Maintain the Work Breakdown Structure (WBS) from workstream → capability → milestone, and keep the program schedule and goals-to-milestones mapping in sync.
• Identify and track cross-workstream dependencies (e.g., User/Identity ↔ Payments on user-payment-method association; MDM ↔ User/Identity on user authority; Golden Path ↔ every downstream workstream on the cookie-cutter service template).
• Drive stub/contract-first patterns so workstreams can move in parallel rather than serially; escalate to the Core Team when a dependency becomes a blocker.
• Run the cadence (working sessions, design reviews, integration checkpoints) needed to keep dependencies from slipping.
• Maintain the program-wide view of resourcing across all workstreams — FTE allocations, contractor placements (BairesDev, Slalom, and others), and open roles — and keep the picture current as workstreams ramp.
• Surface resource bottlenecks early: where a workstream is under-resourced for its scope, where a critical hire is gating downstream velocity (e.g., AI DX Lead, Platform SEM, workstream tech leads), and where contractor capacity is outpacing the team’s ability to absorb it.
• Partner with workstream tech leads and the hiring side of the org to coordinate onboarding of new FTEs and contractors — ensuring access, ramp plans, and first assignments are in place so people are productive in weeks, not months.
• Track contractor engagements (start dates, end dates, scope, renewal decisions) and ensure transitions in and out of the program don’t leave knowledge gaps.
• Own the Nova program Heartbeat report (biweekly written status to stakeholders) and the weekly executive roll-up — assemble inputs from workstream leads, draft, and publish.
• Maintain the RAID log (Risks, Assumptions, Issues, Dependencies) and the risk register; ensure risk owners are named, mitigation plans are current, and escalations happen on time.
• Run the Core Team cadence: agendas, decisions, action items, follow-through; make sure decisions are documented and reachable.
• Communicate program status and risks honestly — to workstream leads, the Core Team, and (where appropriate) ELT stakeholders.
• Operate the scope and schedule change control process: classify changes (within-milestone, cross-workstream, program-level), route them to the right decision authority, and document outcomes.
• Maintain the program decision log; ensure architectural and program-level decisions are recorded and accessible.
• Steward the program-management artifacts (schedule, RAID, risk register, communications plan, stakeholder register) so they remain trustworthy operating tools rather than wallpaper.
• Coach new workstream tech leads through milestone planning and the Nova program rhythm; help them produce a credible baselined milestone plan within their first 4-6 weeks.
• Identify and fix friction in the program operating model — meeting overhead, status reporting load, tooling gaps — so workstreams spend their time building, not reporting.
• Facilitate planning and timing of transitions as Nova workstreams move from dedicated (or hybrid) program staffing back into the permanent Pillars and Pods organizational structure — typically once a workstream’s initial services are production-operational and out of intensive build.
• Partner with Pillar leadership to identify the right transition point per workstream, sequence transitions so they don’t collide with Pillar BAU commitments, and confirm receiving Pods are ready (capacity, on-call, ownership clarity).
• Coordinate the handoff itself: service ownership, documentation, on-call rotations, backlog transfer, and any residual Nova-program obligations — so nothing falls between Nova and the receiving Pillar.
• Maintain a forward view of upcoming transitions in the program schedule so they are planned for, not surprises.

Principal Technical Program Manager, Nova Program

• Plans, directs and implements all aspects of the company's design and development of new medical device products or software systems
• May develop, evaluate, implement and maintain technical quality assurance and control systems or reliability systems and standards pertaining to materials, techniques, or company products
• Oversees the investigation and evaluation of existing technologies
• Guides the conceptualization of new methodologies, materials, machines, processes or products
• Directs the development of new concepts from initial design to market release
• Manages feasibility studies of the design to determine if capable of functioning as intended
• Monitors documentation maintenance throughout all phases of research and development
• Organizes the coordination of activities with outside suppliers and consultants to ensure timely delivery

Engineering Program Manager

• Leading the end-to-end execution of networking product programs
• Collaborating with program managers and engineering leads to define project plans and resource needs
• Establishing and managing program timelines, budgets, and reporting structures across multiple projects
• Driving issue resolution and managing program risks and mitigation strategies
• Facilitating regular program reviews with stakeholders
• Promoting and implementing best practices for product lifecycle management
• Providing mentorship and direction to a cross-functional team

Senior Technical Program Manager

• Lead and build AI-enabled tools to help teams learn faster and make better product decisions
• Partner with leadership and cross-functional stakeholders to shape, sequence, and operationalize the portfolio roadmap
• Measure success through usage, reliability, and learning impact metrics
• Architect and build AI-native tools using modern AI coding environments and agentic frameworks

Senior Technical Program Manager – Product Development Acceleration

• Drive technical implementation projects for Information Security project-related activities and initiatives
• Partner with Product and Technology leadership to facilitate planning sessions
• Develop detailed work breakdown structures (WBS), milestones, and execution plans
• Monitor project progress in partnership with Tech Leads and surfacing risks to stakeholders
• Track and coordinate complex dependencies across engineering teams
• Coordinate with security teams to ensure internal services meet governance requirements
• Act as the primary liaison between Architecture, Engineering, and Product teams
• Maintain high standards of data hygiene within the Atlassian suite
• Measure project performance using data and adoption metrics
• Orchestrate the end-to-end change journey through strategic communication

• own end-to-end delivery for significant, cross-functional capabilities built on Guidewire
• drive scope definition, work breakdown, and system impact assessment
• serve as the technical bridge across all teams in a program
• actively participate in architecture and design discussions
• drive structured stakeholder communication and executive reporting
• maintain program-level risk, assumption, issue, and dependency tracking
• coordinate release readiness across engineering and quality teams
• monitor program-level delivery metrics
• develop and maintain long-term capability roadmaps
• help incorporate AI into workflows where it adds value

• Drive planning, coordination, and execution of initiatives across teams and departments.
• Track, support, and enable teams to deliver meaningful impact; establish clear metrics and/or milestones to measure success.
• Facilitate and improve - at a program level - the team practices, workflows, and processes.
• Lead capacity planning exercises, identify gaps and make recommendations for resource allocation or escalation as needed.
• Partner with Product and Technology leadership and program stakeholders to align priorities with strategic objectives and operational realities.
• Proactively identify risks, issues, and cross-functional dependencies, and develop management, mitigation or escalation plans.
• Resolve conflicts and ensure smooth collaboration across teams.
• Partner with engineering to evaluate technical tradeoffs, identify architectural risks, and guide decisions that balance speed, scalability, and quality.
• Build and maintain strong relationships with diverse internal and external stakeholders.
• Act as a strategic thought partner by asking the right questions, sensing partnership needs, and fostering productive dialogues.

Lead Technical Program Manager

• Lead the planning, execution, and governance of enterprise IT programs, ensuring delivery of new capabilities aligned to business priorities and evolving organizational needs.
• Develop and maintain program roadmaps and integrated plans, including scope, timelines, dependencies, resources, and financials across multiple initiatives.
• Establish and continuously improve IT PMO governance frameworks, standards, methodologies, and performance metrics to enable consistent and effective program delivery.
• Partner with business and cross-functional stakeholders to define program objectives, scope, and success criteria, and drive alignment and decision-making throughout execution.
• Oversee end-to-end program delivery, including requirements, design, implementation, validation, and change management, providing governance and oversight across initiatives led by internal and external project managers, and stepping in to directly manage projects as needed to ensure delivery and operational readiness.
• Manage program risks, issues, and dependencies, providing clear communication, status reporting, and executive-level insights to support timely decisions.

IT Program Manager

• Accountable for all technical delivery on the platform enabling technology and business objectives
• Ownership of vendor relationships including understanding and influencing vendor roadmaps
• Supporting business in preparing business cases or BoW exercises
• Managing stakeholder/sponsor expectations and ensuring project delivery
• Preparing and communicating all project-related plans
• Monitoring and reporting status to stakeholders throughout the program lifecycle
• Managing and communicating project milestones
• Leading the technical evaluation and implementation of various New Business and Underwriting Applications
• Coordinating with vendors to integrate their products with our internal solutions
• Coordinating with teams across locations to develop IT project release roadmap/plan
• Managing multiple workstreams/country teams and overseeing SDLC for end-to-end delivery
• Setting guidelines to ensure deliverables follow Manulife standards
• Ensuring creation of all projects deliverable documents
• Partnering with various internal functions to understand their workflows
• Developing and maintaining strong relationships with vendor support teams

• Acting as a trusted advisor to customers, offering strategic guidance and insights to optimize revenue performance.
• Collaborating closely with customer stakeholders to understand business goals and define high-level strategies to optimize revenue operations processes, including sales, marketing, and customer success.
• Leading the implementation of revenue operations solutions, with a special focus on conversation intelligence and sales engagement platforms.
• Managing customer expectations and nurturing the customer relationship by being the point person for all communication.
• Ensuring the quality of all deliverables and providing direction on one or more projects while maintaining a high level of service.

• Lead cross-functional programs and drive Finance Technology roadmap execution across Finance, Accounting, Tax, Product, Engineering, and FinTech.
• Lead Agile delivery by ensuring business and technical requirements are clearly defined, documented, validated, and prioritized.
• Partner deeply on ERP and revenue systems such as Workday, Zuora Billing, and Zuora Revenue across AR, AP, billing, revenue recognition, tax, and integrations.
• Facilitate solution design and decision-making that balances technical constraints with financial accuracy, controls, and compliance needs.
• Deliver key initiatives such as onboarding new products to billing and payment systems, supporting system consolidation, improving business processes, and enhancing data quality.
• Create executive-ready narratives, status updates, proposals, and risk assessments grounded in data.
• Identify risks early, drive mitigation plans, and maintain accountability across cross-functional partners.
• Support SOX, audit, close, and governance needs while building trusted relationships that enable coordinated delivery.

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