Technical Program Manager

Hi ,

Hope you are doing well.

I am hiring for position with client. Please go through the JD below and let me know your interest on

Role: Sr. Technical Program Manager (MarTech or AdTech)

Location: Remote

Type: Full time

For Sr. TPM (India) -

Sr engineering manager (25 people) and has done program management for an year or so would work.

Handled 1-2 PODs (1 POD- 8 people)

Experience: 8 yrs (minimum), 12+yrs (Ideal)

TPM Org Strategy

TPM Scope Definition

Technical Program Managers (TPMs) are accountable for the executional success of complex, time-bound initiatives, especially those that span multiple teams, systems, or functional domains. Unlike Product Managers who define what gets built for a durable product, TPMs focus on how and when it gets built — ensuring cross-functional teams are aligned, risks are surfaced and mitigated, and that the program delivers the intended impact on time.

What do TPMs own & drive?

• TPMs own the successful achievement of ephemeral time-bound goals.
• Contrastingly, Product Managers own durable products for which they set time-bound goals against
• TPMs are primarily responsible for cross-functional risk management (identification and mitigation), examples include:
• Alignment Risk - Are executive sponsors, dependent teams, and key stakeholders aligned on the goals, success criteria, and tradeoffs?
• Scope Risk - Is the problem space clearly bounded? Are there unacknowledged requirements, edge cases, or out-of-scope work creeping in?
• Dependency Risk - Are there external teams, vendors, or systems that must deliver on time? Are those dependencies stable and well-managed?
• Delivery Risk - Are the people and tools needed for success allocated and committed? Are there gaps in staffing or expertise?
• Technical Risk - Are there known unknowns or implementation uncertainties? Are we building on fragile or evolving platforms?
• Communication Risk - Is critical information flowing across the right levels and stakeholders? Are updates, decisions, and blockers visible?
• Change Risk - Are there organizational, strategic, or market changes that may undermine the program's relevance or success?
• Adoption Risk - Will the output of the program actually be adopted or deliver the expected value?
• Compliance / Policy Risk - Are there legal, regulatory, or internal policy requirements that could delay or invalidate deliverables?

How are TPMs Aligned?

TPMs are semi-durably embedded within one or more STOs (Single-Threaded Owners), reevaluated on a quarterly basis during the panning cycle. Within this structure, TPMs serve as execution partners who elevate the STO's ability to drive impact by owning risk across portfolios and priority initiatives

Why this model works well:

• Scales Well: TPMs amplify STO capacity without overstepping PM/EM initiative ownership
• Maximizes Leverage: Deep ownership is reserved for the most complex execution bets, not every project
• Builds Domain Fluency: Semi-durable alignment helps TPMs develop strategic intuition and trusted relationships within the STO domain
• Minimizes Overhead: Separating portfolio operations from initiative ownership avoids unnecessary dual-tracking of the same work

Portfolio Stewardship (Primary Responsibility)

TPMs support the STO's quarterly initiative portfolio by enabling alignment, clarity, and delivery across the execution landscape, without duplicating initiative-level ownership by PMs or EMs. While TPMs are accountable for identifying and managing execution risk, engineering and product leads remain responsible for driving initiative outcomes.

Accountabilities

• Quarterly Planning Facilitation: Partner with STO leadership, PMs, and EMs to shape a realistic, sequenced portfolio of initiatives and interdependencies.
• Cross-Initiative Risk Management: Monitor and escalate aggregate Alignment, Delivery, and Communication risks across the portfolio — enabling EMs and PMs to focus on execution.
• Signal Amplification: Synthesize cross-initiative patterns and blockers to inform STO and leadership decisions.
• Communication Infrastructure: Maintain lightweight, transparent status rhythms (e.g., dashboards, reviews, updates) that improve coordination without adding overhead.
• Initiative Support, Not Redundancy: TPMs avoid duplicating PM or EM efforts, focusing instead on surfacing net-new risk, decision friction, and interdependencies across initiatives.

Analogy: If the STO is the general, and EMs are field commanders, TPMs are the operations officers, translating strategy into coordinated action, maintaining situational awareness, and enabling sustained execution.

Initiative & Theme Ownership (Secondary Responsibility)

TPMs own the execution of the STO's most complex cross-functional themes or initiatives, particularly where technical ambiguity, sequencing risk, or organizational coordination challenges are highest. TPM selection for initiative ownership is determined by the Product & Tech STO leads and should be guided by risk density, not visibility. TPMs go deep where execution is most fragile.

Accountabilities:

• Program Definition: Help shape milestones, dependencies, and success metrics early, often translating business goals into actionable delivery plans
• Direct Execution Ownership: Act as the RACI-R for execution, holding teams accountable to agreed timelines and outcomes while unblocking delivery
• Complex Integration Management: Orchestrate work across engineering pods, partner teams, vendors, or systems to land integrated launches or migrations
• Tech & Product Partnership: Operate as a force multiplier for PMs and EMs, bringing structure, cross-functional insight, and change management chops.

Target State TPM Org Model

To effectively support multiple cross-functional STOs while managing execution risk across both portfolios and complex initiatives, we propose a hub-and-spoke TPM structure anchored by one senior strategic lead and a tiered mix of Staff and Offshore Sr. TPMs.

Org Composition:

Role

Headcount

Location

Core Responsibilities

Sr. TPMs

3–4

Offshore

Operate in close partnership with Staff TPMs; drive initiative-level execution, maintain status hygiene, and help manage communication & delivery risk

STO Coverage Capacity

• Total TPM Coverage Bandwidth: ~6–8 STOs at steady state
• Principal TPM can float across all STOs and fill gaps in bandwidth or clarity
• Each Staff TPM can own portfolio ops for 1–2 STOs
• Each Sr. TPM can support 1–2 initiatives concurrently, ideally within aligned STOs

Best regards,

Swapnil Thakur

Recruitment & Delivery Lead

iPeople Infosystems LLC

Contact No:

Email ID:

Visit us at

Job Types: Full-time, Permanent

Pay: ₹3,000, ₹3,600,000.00 per year

Work Location: Remote