Director, Technical Program Management

Building trust between product and our regulatory, compliance, legal, finance, and audit partners.

Run the programs where product delivery and control exposure intersect: new-product regulatory review pipelines with fixed examiner deadlines, remediation of audit findings where the fix is a product build, and delivery against commitments made to regulators.

These partner teams need to trust that product's plans are real and product needs to trust that review clocks are predictable; you are the person who makes both true, and who forces conflicts between remediation timelines and exposure windows into explicit decisions rather than letting them ride.

Portfolio dependency and capacity integrity.

Maintain the single source of truth for where resources are allocated, which programs must land when, and what is at risk.

Surface contradictions, such as committed goals with unstaffed critical-path dependencies, duplicate ownership, or cross-team dependencies that live in nobody's plan, before they surface as quarter-end misses.

Build a credible picture of keep-the-lights-on load so real capacity is known, not guessed.

Portfolio dependency and capacity integrity.

Maintain the single source of truth for where resources are allocated, which programs must land when, and what is at risk.

Surface contradictions — committed goals with unstaffed critical-path dependencies, duplicate ownership, cross-team dependencies that live in nobody's plan — before they surface as quarter-end misses.

Build a credible picture of keep-the-lights-on load so real capacity is known, not guessed.

The product operating rhythm.

Run the execution-review cadence for the product org: initiative status that is current and honest, launch readiness that commercial can sell against, and a working blocker-escalation path with SLAs.

You make status cheap to produce and impossible to fudge.

The TPM team.

You start as the first program manager for R&D, hands-on, running the highest-exposure programs yourself, and build out the function within a year, hiring 1–2 TPMs against proven need.

Set the bar for what program management means here: outcome-accountable, technically fluent, and light-touch on teams that are already delivering.

What success looks like in the first two quarters

• Every regulated-delivery program has a dated plan reconciled against its external deadline, with gaps escalated in writing. There should be no compliance commitment tracked in a spreadsheet nobody owns.
• Committed goals and staffing are reconciled: zero commitments with unstaffed critical-path dependencies that leadership hasn't explicitly accepted.
• One integration or entity program demonstrably run end-to-end through your operating model.
• Product leads report the coordination overhead went down, not up. If the org experiences TPM as a reporting tax, the function has failed regardless of the dashboards.

Who you will partner with

• Product managers, who keep outcome accountability and decide what to build. You take the cross-team coordination load off their plate and bring escalation muscle when a blocker sits in another org.
• Engineering leadership, who own technical decisions, estimates, and delivery. You provide program-level sequencing and a single dependency view across teams, operating by partnership rather than positional authority.
• Compliance, legal, and risk, who own regulatory judgment. You build the delivery machine around that judgment — submission pipelines, review-clock tracking, and remediation plans mapped to the audit calendar.
• Commercial leadership, who own revenue and client commitments. You give them launch dates they can sell against and a real intake path when deal-driven commitments need to enter the roadmap.
• Finance and audit, for whom you keep control-remediation milestones honest against the audit calendar, with slippage escalated the week it happens.

What we're looking for

• 8+ years in technical program management, with 3+ leading TPM teams or functions, ideally including founding one.
• Delivery leadership in a regulated financial environment: you have run programs with examiner deadlines, audit findings, SOX-adjacent controls, or material-weakness remediation, and you know how public-company audit exposure changes program management.
• Technically credible with platform engineering: you can read an architecture discussion, pressure-test an estimate, and hold your own on sequencing conversations with senior engineers without pretending to be one.
• Demonstrated experience with at least one of: M&A integration, legal-entity restructuring, or large multi-party partner migrations.
• Operates through influence in organizations where authority is split across reporting lines. You get things done with people who don't report to you and don't want another meeting.
• Writing-first operator: your default artifacts are documents and dependency maps, not status meetings.
• Crypto/digital-asset domain experience is a plus, not a requirement. Regulated-fintech delivery scar tissue matters more.

What will make you fail here

• Treating this as a process-rollout role. The org is allergic to ceremony and the CEO is hands-on; value has to show up as delivered programs, fast.
• Needing positional authority to operate. Engineering does not report into product; you will coordinate across that line daily.