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Technical Program Manager

inDrive
Georgia, USA
Full-time
Manager
Hybrid
Discovered 3 days ago
End-to-End Ownership. Own end-to-end delivery of inDrive’s largest org-wide technical programs, from initiation and scoping through architecture, execution, launch and adoption, against measurable outcomes over multiple quartersProduct Partnership. Partner with Product Managers across business verticals and platform to scope programs, challenge and sharpen requirements, agree what is in and out, and turn ambiguous product intent into a program with a defensible shapePrioritisation and Phasing. Drive prioritisation and phasing decisions with Product and Engineering — what ships first, what can wait, what can be split — so that value lands early and the plan survives contact with realityCross-Surface Dependencies. Identify, map and resolve dependencies across the whole surface, including the ones nobody has noticed yetTechnical Depth. Understand technical implementation at the architecture level and contribute to decisions on system design, scalability and reliabilitySolution Architecture. Own the technical coherence of end-to-end solutions that span multiple services, platforms, vendors and markets, and be accountable for the technical KPIs and SLAs your programs commit to

Full Job Posting

Key Responsibilities

  • Coordination of several product teams’ work to ensure delivery of value within expected timelines
  • Working closely with Engineering manager and team members to create products and achieve tangible impact throughout the development lifecycle
  • Managing project schedules, identifying potential issues, and timely informing all key stakeholders
  • Managing priorities, risks, and dependencies
  • Establishing a process for continuous improvement of metrics - performance (delivery and discovery), quality, as well as team engagement and maturity
  • Facilitating project or program-level events

Skills, Knowledge and Expertise

End-to-End Ownership. Own end-to-end delivery of inDrive’s largest org-wide technical programs, from initiation and scoping through architecture, execution, launch and adoption, against measurable outcomes over multiple quarters

Product Partnership. Partner with Product Managers across business verticals and platform to scope programs, challenge and sharpen requirements, agree what is in and out, and turn ambiguous product intent into a program with a defensible shape

Prioritisation and Phasing. Drive prioritisation and phasing decisions with Product and Engineering — what ships first, what can wait, what can be split — so that value lands early and the plan survives contact with reality

Cross-Surface Dependencies. Identify, map and resolve dependencies across the whole surface, including the ones nobody has noticed yet

Technical Depth. Understand technical implementation at the architecture level and contribute to decisions on system design, scalability and reliability

Solution Architecture. Own the technical coherence of end-to-end solutions that span multiple services, platforms, vendors and markets, and be accountable for the technical KPIs and SLAs your programs commit to

Technical Judgment. Use your engineering background to help teams make sound design decisions, identify gaps in proposed solutions and weigh product-versus-technology trade-offs

Portfolio Management. Own a portfolio of programs: sequence them, resolve cross-program dependencies and capacity conflicts, and make the calls on scope, timeline and technical approach

Structure in Ambiguity. Create structure where none exists by defining program frameworks, decision points, operating cadences and communication models

Systemic Risk. Detect risk visible only from a cross-program vantage point, and intervene to stabilise at-risk programs anywhere in the portfolio

Execution at Scale. Identify where the organisation is losing speed, design scalable processes to fix it, and drive adoption across all Prod/Tech teams

Executive Partnership. Partner directly with Product/Engineering Directors, VPs, the CTO and CPO on priorities, goals and trade-offs, and own executive communication so decisions are made quickly and with the right information

Craft Leadership. Mentor Technical Program Managers and set the craft direction for the program management group

Why join us

Help us challenge injustice by creating fair choices for millions of people across 47 countries.

Develop your professional skills with access to mentoring, career consulting, and learning programs.

Collaborate with teams around the world and gain international experience through our Global Talent Exchange Program.

Engage in company-wide challenges, awards, sports activities, employee-led social impact and volunteering projects.

Work alongside people who take initiative, speak openly, and challenge themselves to grow.

Improve your language skills through co-financed courses and internal speaking clubs.

Final benefits may vary depending on the location.

Skills

  • End-to-End Ownership. Own end-to-end delivery of inDrive’s largest org-wide technical programs, from initiation and scoping through architecture, execution, launch and adoption, against measurable outcomes over multiple quarters
  • Product Partnership. Partner with Product Managers across business verticals and platform to scope programs, challenge and sharpen requirements, agree what is in and out, and turn ambiguous product intent into a program with a defensible shape
  • Prioritisation and Phasing. Drive prioritisation and phasing decisions with Product and Engineering — what ships first, what can wait, what can be split — so that value lands early and the plan survives contact with reality
  • Cross-Surface Dependencies. Identify, map and resolve dependencies across the whole surface, including the ones nobody has noticed yet
  • Technical Depth. Understand technical implementation at the architecture level and contribute to decisions on system design, scalability and reliability
  • Solution Architecture. Own the technical coherence of end-to-end solutions that span multiple services, platforms, vendors and markets, and be accountable for the technical KPIs and SLAs your programs commit to
  • Technical Judgment. Use your engineering background to help teams make sound design decisions, identify gaps in proposed solutions and weigh product-versus-technology trade-offs
  • Portfolio Management. Own a portfolio of programs: sequence them, resolve cross-program dependencies and capacity conflicts, and make the calls on scope, timeline and technical approach
  • Structure in Ambiguity. Create structure where none exists by defining program frameworks, decision points, operating cadences and communication models
  • Systemic Risk. Detect risk visible only from a cross-program vantage point, and intervene to stabilise at-risk programs anywhere in the portfolio
  • Execution at Scale. Identify where the organisation is losing speed, design scalable processes to fix it, and drive adoption across all Prod/Tech teams
  • Executive Partnership. Partner directly with Product/Engineering Directors, VPs, the CTO and CPO on priorities, goals and trade-offs, and own executive communication so decisions are made quickly and with the right information
  • Craft Leadership. Mentor Technical Program Managers and set the craft direction for the program management group

Qualifications

  • End-to-End Ownership. Own end-to-end delivery of inDrive’s largest org-wide technical programs, from initiation and scoping through architecture, execution, launch and adoption, against measurable outcomes over multiple quarters
  • Product Partnership. Partner with Product Managers across business verticals and platform to scope programs, challenge and sharpen requirements, agree what is in and out, and turn ambiguous product intent into a program with a defensible shape
  • Prioritisation and Phasing. Drive prioritisation and phasing decisions with Product and Engineering — what ships first, what can wait, what can be split — so that value lands early and the plan survives contact with reality
  • Cross-Surface Dependencies. Identify, map and resolve dependencies across the whole surface, including the ones nobody has noticed yet
  • Technical Depth. Understand technical implementation at the architecture level and contribute to decisions on system design, scalability and reliability
  • Solution Architecture. Own the technical coherence of end-to-end solutions that span multiple services, platforms, vendors and markets, and be accountable for the technical KPIs and SLAs your programs commit to
  • Technical Judgment. Use your engineering background to help teams make sound design decisions, identify gaps in proposed solutions and weigh product-versus-technology trade-offs
  • Portfolio Management. Own a portfolio of programs: sequence them, resolve cross-program dependencies and capacity conflicts, and make the calls on scope, timeline and technical approach
  • Structure in Ambiguity. Create structure where none exists by defining program frameworks, decision points, operating cadences and communication models
  • Systemic Risk. Detect risk visible only from a cross-program vantage point, and intervene to stabilise at-risk programs anywhere in the portfolio
  • Execution at Scale. Identify where the organisation is losing speed, design scalable processes to fix it, and drive adoption across all Prod/Tech teams
  • Executive Partnership. Partner directly with Product/Engineering Directors, VPs, the CTO and CPO on priorities, goals and trade-offs, and own executive communication so decisions are made quickly and with the right information
  • Craft Leadership. Mentor Technical Program Managers and set the craft direction for the program management group

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