Technical Program Manager

Program Management:

TPMs are responsible for initiating programs, driving delivery to completion, and

providing support when issues arise. They manage the program scope, timelines, and

resources, ensuring the program stays on schedule and within budget. Also coordinate

closely with Engineering and Infra teams to ensure smooth deployments, execution of

go-to-market (GTM) plans, and successful rollout of new features. They are responsible

for aligning all stakeholders to ensure that each release delivers the intended business

value and measurable outcomes.

Technical Expertise:

TPMs are expected to have a strong grasp of technical concepts, enabling them to

effectively engage with engineering teams. While they are not required to design

systems themselves, they should be able to understand High-Level Designs (HLDs) and

Low-Level Designs (LLDs), ask the right questions, and facilitate informed discussions.

Their role bridges the gap between business, product, and engineering by ensuring

alignment and clarity throughout the software delivery process.

Cross-Functional Leadership:

TPMs facilitate collaboration and alignment between cross-functional teams, fostering

a culture of communication and understanding. They often serve as a bridge between

technical and non-technical stakeholders, translating technical jargon and

communicating progress effectively.

Risk Management:

TPMs identify and mitigate potential technical risks that could impact the program’s

success. They develop contingency plans and ensure the program remains resilient in

the face of challenges.

Stakeholder Management:

TPMs communicate program status, risks, and issues to stakeholders, including

executive leadership, and seek their support when needed.

Data Analysis and Reporting:

TPMs track key program metrics, create dashboards and visualizations, and generate

reports to monitor progress and measure success.

Process Improvement & Quarterly Planning

Own and manage the end-to-end quarterly planning cycle, including:

● Pushing product team to get BRD (Business Requirement Document) from business

teams

● Coordinating with Product to gather concept notes or PRDs

● Working with the Design team to obtain wireframes or sketches

● Collaborating with Engineering to conduct grooming sessions, capacity planning, and

finalize the feature list for the upcoming quarter

● Lead communication and alignment across stakeholders (Product, Business, Design,

and Engineering) to ensure clarity, transparency, and accountability

● Run bi-weekly tracking and check-ins to monitor progress against the plan, identify

blockers, and ensure timely delivery of milestones

● Continuously identify areas for process improvement, with a mindset of simplifying

workflows and maximizing team efficiency

● Ensure all documentation and deliverables are up to date, structured, and accessible

to relevant stakeholders