Principal Technical Program Manager-BETS

JPMorgan Chase & Co.•Jersey City, NJ

7d•$190,000 - $260,000

About The Position

Elevate your career by steering multi-faceted tech programs, integrating innovative solutions for a dynamic impact across global operations. As a Principal Technical Program Manager (Executive Director) in Business Enablement and Transformation, you will lead complex, cross-functional transformation programs that modernize the operating model and Ways of Working across Product, Platform, Engineering, and Operations as AI becomes embedded across the capability lifecycle. You will translate strategy into measurable outcomes by building scalable execution systems that improve productivity, optimize resources, reduce toil and waste, and increase transparency of value realization. In this role, you will partner closely with senior leaders across [IP/domain/portfolio], including the Chief of Staff and Business Transformation leadership, to drive enterprise-level alignment, governance, and delivery across domains while operating effectively through ambiguity and change.

Requirements

15+ years of relevant transformation/program leadership experience (or equivalent expertise) driving complex change initiatives with budget and reporting accountability.
Extensive experience leading complex, multi-workstream technology and/or operating model transformation programs in large, matrixed organizations, with end-to-end accountability for execution, governance, and outcomes.
Demonstrated ability to translate strategy into measurable delivery plans, operating mechanisms, and benefits realization (e.g., productivity uplift, capacity rebalancing, cycle time reduction, stability/reliability improvements).
Strong diagnostic and analytical skills, including the ability to identify root causes of inefficiency (toil, waste, rework, bottlenecks) and quantify opportunities using data-driven approaches.
Proven stakeholder management and influencing skills at senior levels, including executive-ready communication, decision facilitation, and driving alignment across competing priorities.
Strong technical fluency and comfort partnering with engineering, architecture, and operations teams; ability to guide evaluation/adoption of platforms, tooling, and automation approaches to enable outcomes.
Demonstrated ability to lead through change in high-pressure, shifting environments, including dependency management and change control.

Nice To Haves

Deep expertise in target operating model design, org design, and capability-based transformation across Product / Platform / Engineering / Operations.
Experience shaping and scaling AI-enabled and automation-first operating practices (e.g., intelligent triage, self-service, workflow automation, knowledge enablement, digital operations).
Financial services experience and/or strategic advisory (consulting) background with a track record of delivering measurable cost-to-serve, expense, and operational efficiency outcomes at scale.
Advanced financial and benefits/value tracking capability (e.g., ROI frameworks, unit economics, productivity metrics, transparent portfolio value realization).

Responsibilities

Develop and implement strategic program plans aligned with organizational goals, including scope, success metrics, milestones, governance, and cross-functional operating cadence.
Diagnose performance constraints and design optimization interventions by assessing operating effectiveness across domains; identifying bottlenecks, rework drivers, duplicative processes, and structural inefficiencies; and translating findings into data-grounded cases for change.
Build and embed cross-domain Ways of Working that align teams to shared outcomes and reduce friction, including decision rights, interlocks, prioritization/funding cadence, standardized intake and delivery playbooks, and end-to-end dependency management.
Drive portfolio-level cost, expense, and resource optimization by establishing mechanisms that connect investment to outcomes (e.g., unit economics, productivity indicators, capability-level success metrics), and by partnering with finance and leadership to execute rationalization, standardization, and de-duplication opportunities.
Evolve team structures for AI-enabled delivery across the lifecycle by shaping role and team design as AI/automation are embedded into design, build, test, release, operate, and improve activities; defining measurable outcomes (e.g., cycle time, incident/alert reduction, defect/rework reduction, reliability, cost-to-serve).
Mobilize execution and sustain adoption by running governance forums, managing RAID (risks, assumptions, issues, dependencies), overcoming barriers through clear decision paths and escalation, and institutionalizing learnings into durable standards and routines.
Partner with Risk, Controls, and relevant control functions to ensure appropriate oversight, lifecycle management, performance monitoring, and adherence to firm standards as operating model and AI-enabled practices are adopted.