Senior Technical Program Manager

Full Swing is hiring a Senior Technical Program Manager to own delivery for our highest-complexity, highest-risk programs, often spanning multiple pods or tribes at once. This is an execution and accountability role, not a status-reporting role. You are the person leadership calls when scope is still ambiguous, timelines are contested, and the cost of getting the forecast wrong is real. You bring the plan, not just the process.

Beyond running your own programs, you raise the bar for how program management is done across the PMO Center of Excellence: sharper forecasting, tighter dependency management, and more direct accountability. You partner at the Director and VP level on sequencing trade-offs across tribes, and you're a working escalation point when other programs hit trouble. You are measured on whether the programs you own, and the practice you help shape, deliver on the dates that were committed to.

PRIMARY FUNCTIONS

• End-to-end delivery for the organization's most complex and highest-risk programs, frequently spanning multiple pods or tribes simultaneously.
• Master timelines built on real engineering capacity and historical throughput across teams, used to make and defend commitments at the leadership level.
• Cross-tribe dependency mapping and resolution. You surface the dependency that will break the date, across team boundaries, and drive it closed before it does.
• Release forecasts leadership builds business commitments on. If a date moves, you're the first to know, the first to say so, and you bring the recovery plan and the trade-offs with you.
• Risk registers for the programs you own, driven to closure, and a working escalation point on other programs' risk when asked in.
• Program reviews and syncs built around decisions and unblocking, not readouts. If a meeting produces only a status update, it shouldn't be on the calendar.
• Direct, executive-level accountability conversations with engineering, QA, product, and design leads when commitments slip.
• Sequencing and trade-off recommendations at the Director/VP level when schedule, quality, and scope compete across multiple tribes.
• The forecasting standards, dependency-mapping practices, and program review model used across the PMO Center of Excellence, and mentorship of other TPMs against that bar.
• Post-release retrospectives at the program and practice level, feeding real changes back into estimation and how future programs are planned and staffed.

WHAT SUCCESS LOOKS LIKE IN THE FIRST 90 DAYS

• You've mapped the real dependency graph across every program you own, not the one in the roadmap slide, and have already resolved at least one cross-tribe conflict before it became visible to leadership.
• You've built forecasts grounded in actual team throughput for your programs, flagged any date that needed to move with a reason and a recovery plan, and Directors are using your forecast to make commitments.
• Engineering, QA, and product leads across more than one tribe see you as someone who removes their blockers and improves how they plan, not someone who asks them to update a ticket.
• Other TPMs are already asking you how you built your forecasting model or ran a particular escalation, because the bar you've set is visibly higher.