Senior Technical Product & Portfolio Manager

About HealthCentral

HealthCentral is a personalized health experience company at the intersection of media, technology, community, and culture. Through trusted brands including HealthCentral, MedCentral, Oncology News Central, Patient Power, TheBody, and Drops, we connect millions of consumers, caregivers, healthcare professionals, and industry partners with credible health information and innovative engagement solutions.

As we continue transforming into a technology-enabled healthcare platforms company, we are expanding our commercial capabilities across media, influencer marketing, content, social, community, data, and technology solutions.

About the Role

We are looking for a technically fluent, highly organized Technical Product & Portfolio Manager to help manage execution across the HealthCentral product portfolio, spanning HealthCentral, DROPS, and Medfluencers.

This role sits at the intersection of Product, Engineering, Design, Data, Analytics, Content Experience and Account teams, and provides a single operational view of what is being built across the portfolio.

You will be responsible for managing sprints, engineering resources, capacity, timelines, dependencies, and milestones across multiple products and workstreams ensuring the right people are working on the highest-priority initiatives and that leadership has clear visibility into where development time is being spent, how much capacity exists, and whether commitments are on track.

This is a hybrid technical product management, program management, and portfolio operations role. The ideal candidate is comfortable working directly with engineers and technical leads while also building the portfolio-level reporting and planning needed by senior leadership.

What You'll Do

Portfolio Delivery Planning

• Manage delivery planning across HealthCentral, DROPS, and Medfluencers, maintaining a consolidated view of priorities, initiatives, milestones, dependencies, and delivery status.
• Manage sprint planning and execution across product and engineering teams.
• Partner with Product and Engineering leadership to translate roadmap priorities into realistic development plans.
• Identify cross-product dependencies and potential resource conflicts between HealthCentral, DROPS, and Medfluencers.
• Help determine sequencing when multiple products are competing for shared engineering resources.

Capacity & Resource Management

• Maintain visibility into developer capacity, hours, allocation, and utilization across all three businesses.
• Own capacity planning and identify when demand exceeds available development resources.
• Track planned versus actual effort and surface material variances early.

Track where engineering resources are being deployed across:

• New product development
• Feature enhancements
• Platform and infrastructure
• Technical debt
• Bugs and QA
• Data and analytics initiatives
• Client commitments
• Maintenance and unplanned work

Process & Systems

• Maintain portfolio-level delivery dashboards covering progress, capacity, milestones, risks, blockers, and resource allocation.
• Establish consistent sprint and project-management practices across teams.
• Maintain Jira or equivalent systems so work is accurately estimated, assigned, prioritized, and tracked.
• Facilitate backlog refinement, sprint planning, retrospectives, milestone reviews, and other delivery ceremonies as needed.

Cross-Functional Partnership

• Coordinate internal developers, contractors, agencies, and external technology partners.
• Partner with technical leads to ensure engineering estimates and delivery assumptions are realistic.
• Partner with Product Managers to ensure requirements and acceptance criteria are sufficiently defined before development begins.
• Surface delivery risks, blockers, and resource constraints to the CPO and other senior leaders.

Planning & Scenario Support

• Support quarterly roadmap and resource-planning exercises across the entire product portfolio.
• Build scenarios that help leadership understand the implications of changing priorities, adding initiatives, or reallocating development resources.
• Help create a more predictable product-development organization without adding unnecessary process or bureaucracy.