Technical Program Manager III
Posted Updated 2
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Description
We are looking for a Technical Program Manager to own the technical operations, and core technical mechanisms across TORX pillars and their partner orgs. TPM in this role will also own the roadmap mechanism, owns the operating and planning mechanisms that keep multiple teams coherent, and give leadership a clear line of sight into progress, capacity, and risk. Day-to-day delivery is run by the engineering teams while you own the structure they run within.
Key job responsibilities
- Own the technical planning for programs that span GRX, SellerCS, and Seller Review, and that reach into partner organizations including external Fulfillment, SafeT, and Customer Service — define what is on it, sequence it, and keep it current as strategy and capacity change by working with product managers in the organization.
- Own the core technical mechanisms of the program — planning cadences, dependency-mapping, intake, status/reporting, and operating reviews — and keep them working as the source of truth across teams.
- Own onboarding of new teams into TORX programs — establish the intake, dependency-mapping, and communication mechanisms a new team needs to plug into an in-flight program cleanly.
- Own technical operations for the program: the mechanisms and metrics that keep multiple teams and partner orgs coherent, surface risk early, and give leadership visibility.
- Map and steward dependencies across engineering and partner teams so the end-to-end plan is cohesive and changes in one pillar or partner org do not silently break another.
- Drive IMR (capacity/investment) planning inputs for the program — organize the data, surface trade-offs to leadership, and keep the roadmap aligned to funded capacity.
- Scope OE and KLO reduction opportunities across the program — identify redundant or excess effort, quantify the reduction, and put the work on the roadmap to close it.
- Read technical designs and plans with enough depth to hold engineering teams to a high standard — ask the right technical questions, identify risk in design choices, and know when to pull in Senior/Principal Engineers.
- Proactively identify risks and surface them with mitigation plans before they become roadblocks. Escalate with high judgment, without damaging relationships.
- Own technical program communication end to end: roadmap, status, metrics, narratives, and OP1/OP2 inputs. Present clearly to Directors and VPs.
- Streamline, simplify, and where appropriate eliminate excess process — increasing the productivity of the teams you work with.
- Participate in hiring and mentor other technical program managers.
About the team
TORX owns the trusted order experience for Amazon sellers and buyers across three engineering pillars: GRX (Guaranteed Remediation Experience — A-to-z claims, remediation automation), SellerCS (seller customer service, BSM, SmartCS, agentic CS), and TOX (Seller Reviews, Order Performance, Gating). The work spans multiple engineering teams and partner organizations — including external Fulfillment, SafeT, and Customer Service — and touches OP1/OP2 goals that move claim rate reduction, improve order performance, seller cost-to-serve, and customer trust at Amazon scale.
Key job responsibilities
- Own the technical planning for programs that span GRX, SellerCS, and Seller Review, and that reach into partner organizations including external Fulfillment, SafeT, and Customer Service — define what is on it, sequence it, and keep it current as strategy and capacity change by working with product managers in the organization.
- Own the core technical mechanisms of the program — planning cadences, dependency-mapping, intake, status/reporting, and operating reviews — and keep them working as the source of truth across teams.
- Own onboarding of new teams into TORX programs — establish the intake, dependency-mapping, and communication mechanisms a new team needs to plug into an in-flight program cleanly.
- Own technical operations for the program: the mechanisms and metrics that keep multiple teams and partner orgs coherent, surface risk early, and give leadership visibility.
- Map and steward dependencies across engineering and partner teams so the end-to-end plan is cohesive and changes in one pillar or partner org do not silently break another.
- Drive IMR (capacity/investment) planning inputs for the program — organize the data, surface trade-offs to leadership, and keep the roadmap aligned to funded capacity.
- Scope OE and KLO reduction opportunities across the program — identify redundant or excess effort, quantify the reduction, and put the work on the roadmap to close it.
- Read technical designs and plans with enough depth to hold engineering teams to a high standard — ask the right technical questions, identify risk in design choices, and know when to pull in Senior/Principal Engineers.
- Proactively identify risks and surface them with mitigation plans before they become roadblocks. Escalate with high judgment, without damaging relationships.
- Own technical program communication end to end: roadmap, status, metrics, narratives, and OP1/OP2 inputs. Present clearly to Directors and VPs.
- Streamline, simplify, and where appropriate eliminate excess process — increasing the productivity of the teams you work with.
- Participate in hiring and mentor other technical program managers.
About the team
TORX owns the trusted order experience for Amazon sellers and buyers across three engineering pillars: GRX (Guaranteed Remediation Experience — A-to-z claims, remediation automation), SellerCS (seller customer service, BSM, SmartCS, agentic CS), and TOX (Seller Reviews, Order Performance, Gating). The work spans multiple engineering teams and partner organizations — including external Fulfillment, SafeT, and Customer Service — and touches OP1/OP2 goals that move claim rate reduction, improve order performance, seller cost-to-serve, and customer trust at Amazon scale.
