Director, Engineering Program Management

Peloton•New York, NY

4h•Hybrid

About The Position

The Director of Engineering Program Management will collaborate with leadership to set direction, objectives, and long-term vision for large-scale, cross-functional engineering programs. As a business leader at multiple levels, you ensure company-critical hardware and software projects are executed seamlessly. You are a trusted partner to all stakeholders and will work cross-departmentally with partners at all levels, including senior leaders, to achieve the successful delivery of programs that define the future of the member experience.

Requirements

10+ years of program management experience with a track record of carrying out portfolio and program management across Software, Engineering, and Operations
Proven experience in growing and developing high-performing teams, with a focus on empathy, inclusive communication, and talent retention
Influence division-wide business priorities and anticipate industry trends to navigate ambiguity
Ability to cultivate and build collaborative working relationships, especially when delivering difficult feedback or navigating organizational transitions
Highly self-motivated and action-driven; able to independently develop ways to achieve broad strategic objectives. Proficiency in leveraging AI-driven project management tools and data analytics to predict program health and automate reporting
Capable of quickly diagnosing and fixing workflow problems while maintaining a sincere interest in continuously making processes better

Responsibilities

Independently lead complex, cross-functional teams in a matrix environment, taking full ownership to deliver projects and influence teams to achieve results
Design and implement program templates and playbooks to ensure framework implementation and standardized program management across the EPM organization
Proactively identify and quantify risks with stakeholders; lead the development of mitigation and contingency plans, and track significant changes to the Plan of Record
Lead program offboarding by documenting systems, identifying transition owners, and establishing monitoring mechanisms to evaluate change adoption
Manage program budgets, monitor expenditures, and ensure financial alignment with long term business objectives
Move beyond tactical project oversight to act as a dedicated coach for your team, conducting regular 1:1s focused on long-term career growth, skill-building, and professional aspirations
Bridge the gap between geographic sites (e.g., NYHQ and Woodinville). Ensure a cohesive "one team" mentality through inclusive communication and shared goals
Strategically assign EPMs to projects based on business priority and individual career growth trajectories
Act as the primary point of contact for Executive Leadership (ELT) regarding program health. Distill complex technical updates into clear, actionable executive summaries
Build high-trust relationships with Directors in Product, Finance, and Operations. Ensure "no surprises" by socializing key decisions and risks before formal reviews
Establish and enforce "Ways of Working" that reduce friction between departments, ensuring clear hand-offs and accountability