Senior Technical Program Manager Consumer Experiences(Retail or E-commerce) / Remote

Role :- Senior Technical Program Manager Consumer Experiences(Retail or E-commerce)

Location :- Remote (Unites States)

Job Description :-

Role summary

This role owns delivery across boundaries. Our consumer experience spans the e commerce website, mobile app, order management, identity and loyalty, search and merchandising, and a set of vendor platforms that all have to move together. Most of what goes wrong in that environment is not a failure inside one team - it is a dependency nobody mapped, an interface contract nobody wrote down, or a decision that sat unowned for three weeks.

The Senior Technical Program Manager is the person who finds those things early and forces them to resolution. You will run initiatives that touch four to eight teams and multiple external platforms, hold the sequencing, and make sure the tradeoffs reach the person who owns the call while there is still time to make it.

This is a technical role. You are not expected to write production code, but you are expected to read an architecture diagram and know where to be suspicious, to interrogate an estimate rather than receive it, and to hold a credible conversation with an engineer about why an integration is harder than it looks.

What you will own

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.

What this role does not own

Stated explicitly, because the boundary matters and blurring it is the most common way this role goes wrong.

Product scope and prioritization. Product management owns what we build and why, and is accountable for the business outcome. You pressure-test scope, make its cost visible, and surface tradeoffs. You do not decide it.

Technical design and architecture. Engineering leads and architects own how systems are built. You make sure design decisions get made, documented, and communicated across boundaries - you do not make them.

People management. This is an individual contributor role. Influence comes from credibility and clarity, not reporting lines.

The best people in this role hold these lines under pressure. When product or architecture is absent, the instinct is to fill the vacuum - and the vacuum will always be there to fill. Naming the gap and driving it to the right owner is the job. Quietly absorbing it is not.

What you will be measured on

Programs land on committed dates, or the date moved early enough that stakeholders could plan around it

Dependencies and integration risks surface in discovery, not in integration testing or production

Decisions do not sit unowned; open questions have names and dates on them

Launches have rollback plans and readiness criteria agreed before go/no-go, not during

Engineering leads see you as someone who removes obstacles, not someone who adds meetings

Leadership can trust your status without needing to independently verify it

What we are looking for

Required

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

Strongly preferred 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