Director, Technical Program Management - Technical Solutions Operations

The shape of it

In the posting’s own words

Technical Solutions Operations (TSO) exists to make that organization faster, smarter, and more scalable. We build the systems, analytics & programs that give TS teams more leverage — and we measure our success by the business outcomes we drive, not the projects we complete. The programs this team runs touch every function in TS, and the operating model you build will define how that scales.

What it asks for · 6

• 10+ years running complex, cross-functional programs at a senior level, with VPs and senior Directors as your primary stakeholders — ideally within a high-growth B2B SaaS go-to-market, customer-facing, or revenue operations organization
• A systems builder with a track record of designing operating models, playbooks, and frameworks that other teams adopted as a reference standard
• Autonomously executive-ready — decisive under ambiguity, composed under pressure, and capable of leading VP-level conversations without preparation coaching
• Experienced applying AI as an operational tool , with a practical point of view on where it creates capability shifts — not just productivity gains
• A developer of senior talent who raises the bar on what great program management looks like and builds teams that operate independently at a high standard
• Outcome-oriented and metric-driven — you define success before work begins and hold yourself and your team accountable to delivering against it

Also a plus

• Experience supporting large-scale go-to-market or customer-facing technical organizations spanning sales engineering, post-sales, technical support, or solutions architecture
• Familiarity with support operations platforms and the workflows they enable across technical teams
• Experience designing org-wide AI-enabled capabilities in an operational context
• Background in tooling strategy, workforce planning, or operational transformation at scale in a SaaS environment

What the job covers

• Run the PMO as a business impact function. Own the PMO operating model end-to-end, including intake, prioritization, scoping, execution, and impact measurement — with every program directly linked to measurable business outcomes such as productivity gains, revenue influence, cost efficiency, or customer experience improvements. Establish a PMO operating standard that other TS leaders adopt as the benchmark.
• Build capabilities that scale across TS, not point solutions. Build durable, cross-functional capabilities that drive business outcomes across every function in TS. Solve systemic problems with scalable solutions and operating models — not one-off fixes — and hold your team to the same standard.
• Drive programs from alignment to impact. Establish clear scope, sequencing, ownership, and success metrics before execution begins. Hold your team to rigorous delivery standards and close every program with post-launch reporting that connects leverage created directly to business outcomes for partner teams.
• Represent TSO in executive forums. Represent TSO in executive forums with Director and VP-level counterparts across TS. Come prepared with clear recommendations, framed trade-offs, and the ability to drive decisions — not surface issues. Own stakeholder relationships and outcomes and drive alignment across disparate teams.
• Deploy AI to create operational leverage. Identify and build AI-enabled workflows that reduce friction across how programs are planned, communicated, and executed — for your team and for the TS functions you support. This is a core expectation, not a future initiative. You bring a clear point of view on where AI creates a genuine capability shift and you build toward it.
• Develop the TPM team and raise the bar. Lead a team of senior Technical Program Managers delivering complex, concurrent initiatives across TS. Raise the bar for execution quality, stakeholder management, and accountability — and develop a team that operates independently and owns outcomes.
• Build cross-functional relationships before you need them. Build cross-functional relationships across TS and adjacent functions before programs require it. Use influence, credibility, and direct engagement to drive alignment, resolve tension, and expand the reach and impact of TSO well beyond its own boundaries.

Tools and skills named

Words the posting leans on

• program14×
• build11×
• technical11×
• organization7×
• solutions7×
• drive6×
• function6×
• every5×
• operating5×
• standard5×
• support5×
• tso5×
• business outcomes4×
• create4×
• cross-functional4×
• director4×

Counted from the posting after the mission statement and the legal notices are set aside. The ones near the top are the ones a screener is looking for.

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