Senior Technical Program Manager

The Equity Engineering Group, Inc.•Shaker Heights, OH

4d•$135,000 - $160,000•Hybrid

About The Position

Equity Software, an Equity Technology Group Company (Equity), is an employee-owned firm whose focus is providing specialized engineering consulting and technology services for new and aging infrastructure in the refining, petrochemical, chemical, and other industries. Our goal is to develop and transfer technologies that help clients improve safety and profitability by managing risk and maximizing equipment availability while controlling costs. At Equity, we work together as a team to deliver technical excellence to our clients by approaching new opportunities with curiosity and creativity. As an ESOP company, we promote professional growth and a work/life balance through programs like our open time off policy, hybrid work arrangements, educational reimbursement, and excellent benefits. Salary for this position will be commensurate with experience. We are seeking a highly organized and execution-focused Technical Program Manager (TPM) to serve as the operational backbone of our Software organization. This role will work closely with the SVP of Software Engineering, ensuring delivery excellence while enabling the SVP to focus on strategic transformation and long-term organizational design. The TPM will act as the SVP’s trusted delivery partner - driving coordination, visibility, and execution discipline across multiple software teams. This role may initially focus on Commercial Software and expand in scope as the organization evolves to strengthen our software delivery model.

Requirements

8+ years of experience in Technical Program Management or related roles (TPM, Engineering Program Manager, Release Manager, Delivery Manager, Software Development Manager, Agile Coach) in software development organizations
Strong understanding of software development lifecycle: CI/CD, version control, testing, deployment, release management.
Proven experience coordinating multiple software teams with different tech stacks, tools or methodologies
Excellent communication skills – can translate technical status for non-technical stakeholders, can facilitate meetings effectively.
Comfortable with ambiguity and can operate without heavy process; Creates enough structure to be effective
Track record of building trust with engineering teams - engineers see them as helpful, not overhead
Strong understanding of Agile and hybrid development environments
Proven ability to translate technical details into business context
Experience facilitating executive-level reporting
High emotional intelligence and ability to influence without formal authority
Known for ownership and follow-through at both strategic and tactical levels.
Approachable, composed, and effective in high-stakes situations.

Nice To Haves

Experience with legacy modernization or cloud migration projects
Familiarity with both Azure and GCP environments (or ability to learn quickly)
Experience in B2B software or technical product companies (understands longer sales cycles, enterprise customers)
Background in organizations undergoing transformation or scaling (M&A integration, reorgs, process improvement)
Experience with Jira and Azure DevOps (the two systems currently in use)
Scrum master or agile coaching experience
Pragmatic over process-heavy. Finds the minimum viable process that works. Doesn't impose methodology for its own sake.
Relationship builder. Earns trust through helpfulness, not authority. Engineers want to work with them.
Proactive communicator. Surfaces issues before they become crises. Keeps stakeholders informed without being asked.
Comfortable being the "glue." Finds satisfaction in making others successful, not in personal visibility.
Persistent & Adaptable. Can handle frustration from teams who've had bad PM experiences. Wins them over through value.
Detail-oriented but not micromanaging. Tracks what matters; doesn't track everything.
Calm under pressure. When things go wrong (outages, missed deadlines), stays focused on solutions.

Responsibilities

Cross-Team Coordination & Dependency Management Bring visibility and structure to how teams interact and deliver together. Coordinate delivery across approximately 35 engineers in three teams. Maintain clear visibility into work across three teams: Innovative Technology, Engineering Software, and Commercial Software teams Identify and track cross-team dependencies Facilitate coordination between areas, ensuring teams understand upstream/downstream impacts before they become problems. Ensure teams are informed of changes that may affect them Establish regular lightweight touchpoints through effective communication
Release Planning & Deployment Coordination Strengthen release discipline and reduce delivery risk. Coordinate release schedules across teams Ensure documented release plans and rollback procedures exist Manage proactive communication for upcoming deployments Track deployment readiness, dependencies and risk factors Facilitate post-release reviews and root cause discussions when needed
Status Visibility & Executive Reporting Create clarity for leadership without increasing reporting burden on engineers. Consolidate status updates into a unified, leadership-ready view Produce reporting in formats aligned with executive expectations Develop dashboards and reporting mechanisms that proactively answer leadership questions Translate technical progress into business-relevant updates Support executive stakeholder communications with data and materials
Backlog & Prioritization Support Ensure structured prioritization without owning product decisions. Facilitate backlog grooming and prioritization sessions Help maintain clear, actionable, and manageable backlogs Support estimation efforts with a practical approach Track progress against agreed priorities and flag misalignment early Help translate business objectives into actionable technical work
Meeting Facilitation & Decision Tracking Increase meeting effectiveness and institutional memory. Facilitate targeted cross-team meetings that drive decisions Ensure meetings have agendas, defined outcomes, and follow-up Track decisions and action items through completion Reduce overall meeting burden by improving quality and focus Document decisions to prevent rework
Process Improvement Identify delivery friction and help teams improve in ways that fit their maturity level. Identify bottlenecks and coordination breakdowns Propose pragmatic, right-sized improvements Facilitate knowledge sharing between teams Champion consistency where it reduces risk or confusion Respect team differences where uniformity adds no value