Who you are

- 8+ years in program or project management in engineering or technology organizations

- 3+ years at a B2B SaaS company

- Evidence you built the coordination system, not just ran one. Tell us about tools and processes you put in place that outlasted your tenure

- Experience in fast-growing or changing organizations where structure was still being defined

- Enough technical depth to understand dependencies, architecture tradeoffs, and the SDLC, and to be taken seriously by engineers. No CS degree or coding requirement

- Expert in Jira and comfortable administering it, plus dashboards and reporting tools

- Hands-on use of AI tools to automate tracking, summarize status, or surface risk, with explicit opinions about what works and what doesn’t
- A track record of influence without authority: moving senior engineers, managers, and product leads with no reporting line

- Flexibility on methodology. You may have strong views, but you work with how each team operates rather than imposing a framework

- Persistent follow-through with a light touch. You get people to act by building trust and clarity, not by pressure

- Clear, direct writing. Your status updates get read, and people act on them

- Comfort with ambiguity. You’ll help define the job as the org changes shape

- Experience in cybersecurity, defense, or other security-focused products

- Programs that crossed hardware, software, and operations boundaries

- Prior director-level or business operations scope

- Experience adapting Scrum, Kanban, or other agile practices to how teams actually work

- Experience building agentic workflows or scripts for delivery reporting

What the job involves

- We’re reorganizing engineering into 16 to 18 small squads grouped under five technical domains

- Each domain has a lead who stays hands-on in the code, and squad leads keep their engineering titles and spend at least half their time building

- There’s no director layer between them and the VP of Engineering,



which keeps decisions close to the work
- The tradeoff is that nobody is currently coordinating across squads

- You’ll be that person
- This is the first and only TPM inside engineering, reporting to the VP of Engineering

- You’ll own whether cross-domain programs are visible and on track: which squad blocks which, what has to land before what, and where the technical dependencies sit

- Then you’ll automate as much of that as you can, so coordination scales with the number of teams instead of growing with them

- You won’t have direct reports, and you won’t own product or technical decisions

- Domain and squad leads own delivery, and product owns what gets built

- Your leverage is clarity: the right information in front of the right people before something slips

- If you need a team under you or a title to get things done, this role won’t be a good fit

- We already have a PMO that tracks programs at the portfolio level

- You won’t duplicate it
- You’ll work inside engineering, at the level of squads and technical dependencies, and the PMO will get better inputs because of it

- Own tracking for every program that crosses squad or domain lines, from kickoff until it lands

- Map dependencies between squads before work starts, keep the map current, and flag risk early enough for leads to act on it

- Build the status and visibility system for engineering: what gets tracked, where, and how leadership sees it without asking

- Automate the coordination work. Use Jira, dashboards, scripts, and AI agents so status, dependency alerts, and reporting happen without anyone chasing them





- Run the cross-team communication squads depend on: planning syncs, sequencing reviews, and readable written updates

- Chase things down. When a dependency stalls, find out why, get the right leads talking, and escalate to the VP when they can’t resolve it

- Feed the PMO clean, accurate engineering inputs for portfolio-level reporting

- Support managers running quarter-long champion initiatives outside their squads with lightweight tracking and goal reviews

- Measure whether coordination is getting cheaper as the team count grows, and change the system when it isn’t

- Write down how cross-team work runs here so new squads can plug in without a walkthrough

- Who You’ll Work With:
- You’re accountable for programs being visible and on track, not for the work landing

- VP of Engineering: Owns escalations, org structure, and people decisions. You own the full cross-domain picture and surfacing what needs their call

- Domain leads: Own sequencing of which squads build what and the interfaces between domains. You own the dependency map and early warning when sequencing breaks

- Squad leads: Own specs, implementation, and delivery. You own status that updates itself, so they spend their time building

- Architecture: Owns cross-domain design and standards. You own tracking cross-domain technical work to completion

- Product managers: Own what gets built and why. You own turning those priorities into a sequenced, visible plan across squads

- PMO: Owns portfolio-level tracking and reporting. You own the accuracy of the engineering inputs they receive

Benefits

- Stock options
- 12 weeks of paid maternity leave / 4 weeks paid paternity leave

- Work from home opportunities
- Medical, dental, and vision coverage

- Unlimited PTO
- 401K

- $3k annual education stipend per employee

- Full access to our learning platform and company professional development events

- Up to $10K referral bonus

📌 Principal Technical Program Manager (Canada)
🏢 SecurityScoreCard
📍 Canada