About The Position

Do you want to help build some of the largest and most consequential enterprise and customer technology systems in the world? Join Apple’s Information Systems and Technology (IS&T) organization. IS&T is the engine behind everything Apple does for customers and for the people who build for them. It’s Apple’s central nervous system. Supporting 2.5 billion active Apple devices, processing billions of secure transactions, and keeping the technology that defines modern life running flawlessly, IS&T makes the impossible feel effortless. Do you love building solutions to handle global complexity and immense scale? Imagine what you could do here. You'll own this program end-to-end — setting strategy, defining the operating model, building and equipping a champion group that engages teams directly, and partnering with service catalog and workforce management tool owners so engineering work-tracking data flows reliably into the systems that depend on it. You'll work closely with senior PM leadership across Apple to align on hierarchy design, run focused pilots that prove the model, and generalize what works. This is a high-visibility, ambiguous-by-design role. There is no template to follow — the right approach will be discovered as the program runs. We're looking for someone who is comfortable building the plan while delivering it, who can balance diplomacy with directness, and who treats large-scale taxonomy and tooling work as a craft.

Requirements

  • 8+ years of experience in engineering program management, technical program management, or a closely related role driving large, cross-organizational change.
  • Demonstrated track record of leading multi-team programs from ambiguous starting conditions to durable operating models — defining the approach as you go, not following a template.
  • Hands-on fluency with enterprise work-tracking systems (Jira, Azure DevOps, ServiceNow, or equivalents) at scale, including how their hierarchies, saved searches, and reporting work in practice.
  • Experience designing or evolving large taxonomies (services, products, capabilities, ownership domains) and the diplomacy to drive adoption of those structures across teams that already have their own conventions.
  • Strong cross-functional partnership skills, comfortable working with engineering leaders, PM peers across the company, finance and ops partners, and individual contributors with deep domain expertise.
  • Excellent written and verbal communication skills, with the ability to communicate effectively across executive, peer, and individual contributor audiences.
  • Comfort with ambiguity, sustained scope, and high-visibility executive attention.
  • B.S. degree in Engineering, Computer Science, Information Systems, or a related field, or equivalent practical experience.

Nice To Haves

  • Experience as an admin or platform-team partner for an enterprise work-tracking or engineering systems platform — knowing not just how to use the tool, but how it's configured and operated.
  • Familiarity with service catalogs, CMDBs, or similar reference structures used to organize engineering work and ownership.
  • Experience integrating work-tracking systems with workforce management, capacity planning, or financial planning tools.
  • Track record using LLM-assisted workflows to accelerate large-scale data cleanup, classification, or migration tasks.
  • Experience leading or partnering with distributed champion or community-of-practice models for tooling adoption.
  • Strong judgment on when to escalate, when to slow down, and when to ship the imperfect version that gets the program one step further.
  • Advanced degree in a related field is welcome but not required.

Responsibilities

  • Setting strategy for the program.
  • Defining the operating model.
  • Building and equipping a champion group that engages teams directly.
  • Partnering with service catalog and workforce management tool owners.
  • Aligning on hierarchy design with senior PM leadership.
  • Running focused pilots to prove the model.
  • Generalizing successful approaches.
  • Building the plan while delivering it.
  • Balancing diplomacy with directness.
  • Treating large-scale taxonomy and tooling work as a craft.
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