Note: The job is a remote job and is open to candidates in USA. Cyberobotix is seeking a Senior Technical Program Manager to lead complex consumer experience programs spanning e-commerce, mobile, order management, identity and loyalty, search and merchandising, and vendor platforms. The role owns cross-team delivery, dependency management, risk escalation, decision closure, launch readiness, and clear communication across engineering teams and leadership.
Responsibilities
- Cross-team delivery. Sequencing, critical path, and integration points for programs that span multiple engineering teams and vendor platforms. You hold the plan; team leads hold the execution inside their domain. Connecting the dots across teams proactively is a core part of this. You will often be the only person who can see that two teams are solving the same problem in di erent ways, or that a decision made in one domain has quietly changed the assumptions in another. When you see it, you name it and pull the right people into the room — before it becomes rework. Knowing who needs to be in that room, and getting them there without a three week calendar negotiation, is a skill we value highly
- Dependency discovery and management. Building the dependency map before the work starts, not after it breaks. This includes the dependencies nobody volunteers — the batch job, the internal tool, the downstream consumer that isn't in the kickoff meeting. Keeping the map current as scope moves
- Risk surfacing and escalation . Identifying what could go wrong, quantifying the impact in terms leadership can act on, and routing the decision to whoever owns it. Escalation here is a routing function, not a failure state. We would rather hear about a risk early and be wrong than hear about it late and be right
- Decision forcing. Framing open questions as decisions with options, tradeoffs, and a recommendation. Driving them to closure with a named owner and a date. Tracking the ones that are still open and making that visible
- Launch and cutover readiness. Go/no-go criteria, rollback plans, cutover runbooks, and the coordination of the launch itself. Making sure the observability and alerting exist before we need them, not after an incident proves they didn't
- Communication. Status that a director can read in ninety seconds and act on — what changed, what is at risk, what decision is needed and from whom. No status theater. Equally important is how you communicate sideways and down. Clear, succinct verbal and written communication with the engineers and team members doing the work — so that people know what they are building, why it is sequenced the way it is, and what changed since the last time they looked. A team that has to reverse-engineer the plan from meeting notes is a team that will build the wrong thing on schedule
Skills
- 7+ years in technical program or project management, with at least 3 running programs that span multiple engineering teams
- Demonstrated ownership of a complex, multi-team delivery in a production environment with real business consequence — a platform migration, a market launch, a major integration, a replatform
- Technical fluency sufficient to read a system architecture diagram and identify likely failure and delay points; to understand API contracts, integration patterns, and data flow; and to hold a substantive conversation with senior engineers
- Ability to interrogate an estimate — to ask what is inside it, what is assumed, what is unknown, and what would collapse the uncertainty
- Track record of surfacing bad news early and being right about it often enough that people started listening
- Written communication that is short, decision-oriented, and calibrated to the reader's altitude
- Strong organizational skills — you keep track of a large number of moving parts across teams, timelines, and open threads without dropping them, and without requiring anyone else to hold the state for you
- Ability to translate complexity into simplicity — to take a tangle of systems, constraints, and competing opinions and produce the one-page version that a director can act on and an engineer recognizes as accurate. Simplification that loses the important part is not simplification
- E-commerce, retail, or consumer digital experience background
- Experience with commerce platforms, order management systems, or similar multi vendor integration environments
- Experience coordinating with external vendor engineering teams and managing delivery against a roadmap you do not control
- Incident and escalation management experience in a production environment
- Familiarity with observability practice — knowing what should be instrumented before launch, and what "we can't tell if this is working" costs
Company Overview
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