Tech Lead, Project Management

Position: Tech Lead, Project Management Department: Product Development, Technology Position Summary Key responsabilities Team Leadership (~50%)
- Hire, onboard, and manage a team of 2 Senior Program Managers, assigning programs based on complexity, LOB exposure, and development needs.
- Coach the team on program management craft: risk framing, stakeholder management, and how to turn raw tracking data into a decision-ready narrative.
- Set and review individual and team objectives, and represent the PMO's contribution in performance conversations. Individual Program Ownership (~50%)
- Personally own and run one or more high-priority cross-LOB programs end to end, with the same hands-on accountability expected of a Senior Program Manager: scope, milestones, tracking, risk, and stakeholder management.
- Take direct ownership of the programs that most need a senior, experienced hand, for example a newly scoped initiative that has not yet matured enough to hand off to a Senior Program Manager.
- Stay close enough to hands-on execution to credibly coach the team, unblock a stalled program personally when needed, and step in and run a program directly during gaps in team capacity. Portfolio Strategy and Governance
- Maintain a single, consolidated view of priorities and delivery progress across the full cross-LOB program portfolio, resolving overlaps or duplicated effort before they reach leadership.
- Decide, in partnership with the Executive Sponsor and relevant CoE or LOB leads, which cross-LOB initiatives merit dedicated Senior Program Manager ownership, which the Lead should run personally, and which need only lighter-touch tracking.
- Establish and maintain the governance cadence for the portfolio: recurring milestone tracking, periodic VP alignment sessions, and a regular gap-analysis review cycle. Executive Reporting
- Own the consolidated status narrative and reporting deck across the full program portfolio, ensuring it leads with data and impact rather than an activity list.
- Act as the primary escalation point when a program-level risk needs to reach senior leadership or the VP group before it becomes a surprise in a leadership review.
- Translate leadership directives and priorities into concrete portfolio guidance for the Senior Program Managers and for the programs the Lead runs directly. Cross-Functional Stakeholder Management
- Serve as the neutral, senior-most program-level partner to whichever leads sponsor a given program, whether a CoE lead, a platform owner, or a LOB engineering lead, ensuring no single group's agenda dominates a shared program.
- Build and maintain trusted working relationships with VP stakeholders and LOB representatives across the business.
- Reinforce, in every stakeholder interaction, that the PMO recommends standards and coordination while LOBs and VPs own adoption, sequencing, and capacity. Process and Infrastructure Ownership
- Own the standards for how programs are tracked across the PMO: project tracking hygiene, labeling conventions, dashboard structure, and documentation location.
- Ensure the governance frameworks defined at the CoE or program level are consistently reflected in how the PMO reports progress.
- Continuously improve the PMO's own operating model based on what is and is not landing with leadership. AI Adoption and Enablement
- Set the standard for AI-assisted program management across the team: reporting, dashboard generation, meeting synthesis, and status communication.
- Identify and roll out AI-powered workflows, templates, and skills that reduce manual effort across the PMO and, where relevant, across the wider engineering community.
- Stay current on AI tooling available within the company and make pragmatic build-or-adopt recommendations for the PMO. Qualifications Required
- 8+ years of experience in program management, project management, or a closely related role, including experience managing or mentoring other program/project managers.
- Demonstrated people leadership

experience:
hiring, coaching, and performance management of a small team.
- Comfortable operating as a working, hands-on manager: willing and able to personally own and run a program end to end alongside managing the team, not only delegate and oversee.
- General working familiarity with how technology teams deliver work (agile ways of working, release and change processes, quality practices) sufficient to follow and coordinate technical conversations, without needing deep hands-on technical expertise.
- Experience building or running executive-level reporting for a mid-to-large organization.
- Practical, hands-on experience using AI tools (such as Claude) to improve reporting, analysis, or team productivity.
- Proven track record managing a portfolio of concurrent, cross-functional programs with competing priorities and multiple senior stakeholders.
- Excellent written and verbal communication skills, with the