AVP, Technical Program Management

HealthEquity•Draper, UT

3d•Remote

About The Position

Our mission is to SAVE AND IMPROVE LIVES BY EMPOWERING HEALTHCARE CONSUMERS. Come be part of remarkable. HealthEquity set out to help people build health savings for the long haul, and became the account leader doing it. Winning the assets is the next chapter. Members have to spend and invest well, with some confidence they got it right. Recent federal legislation widened who can open and fund an HSA, so the opening is bigger than it's been in years. Getting there means running a consumer app, a payments business, a marketplace, an investing product, and the employer-facing analytics that prove any of it worked. Those bets cut across product, engineering, design, data, security, operations, and sales. You'd own the space between them, where the work that matters most tends to have no obvious owner. We're changing how we plan and how we build at the same time. Quarterly planning is replacing annual commitments. Agents now write a growing share of our code, with engineers governing at checkpoints. Both changes are half finished, so your team builds the muscle while the company is already leaning on it. You'd report to VP, Strategy, Development and Planning and lead 14 technical program managers, some through a manager and some directly. Worth saying plainly: this isn't a chief of staff seat and it isn't a PMO. We don't need a reporting apparatus. We want someone who owns how decisions get made, with the standing to cut process that stopped earning its keep.

Requirements

You've run a program management function somewhere with real cross-functional complexity, or you were the deputy who quietly ran it.
Bring a process you turned around, with numbers on it. Hours, cycle time, dollars. We'll ask for the before and the after.
You've shipped internal tooling yourself. Building earns the standing to set standards for everyone else; governing first mostly earns resentment.
An actual point of view on where this function is heading. The candidate who worries us runs a lovely process and holds no opinion.
You've killed a process and can tell us which one.
You hold your own with a leadership team and with engineers, without changing the argument between rooms.
You know how AI-native teams really work, including where the productivity claims fall apart.
Comfort being hands-on. At this size you'd personally carry the highest-altitude work, because nobody else on the team is senior enough yet.

Responsibilities

Cross-team programs: The few initiatives that live in the gaps between teams. You're accountable for whether they land. Where there's no clear owner, you name one, and sometimes that's you.
How the company plans: Quarterly and annual planning, capacity, and how prioritization really happens. That means designing the process itself; running the calendar is the easy part. We're mid-move from annual commitments to quarterly cycles, and landing it is yours.
The operational backbone: Systems of record for what's underway and who's on it, capitalized-development tracking that survives an audit, vendor relationships. Unglamorous, and costly when it's wrong, since our systems touch protected health information, payment rails, and regulatory reporting.
Internal tooling: Our roadmap, our legacy delivery work, and our newest engineering work each live somewhere different, and nothing joins them up. Today nobody can answer "what's in flight and who's on it" without three tabs and a guess. We'd like you to build the thing that answers it.
Agents are already absorbing the mechanical middle of this job: status synthesis, tracking, and coordination on problems that are already well defined. What's left is harder and worth more - framing messy problems at the start and exercising judgment at the end.
We'll measure you on whether dates hold and how quickly decisions get made. One promise on the first of those: we won't weaponize it. The moment a missed date carries consequences, estimates pad and the metric turns into theater.