Principal Technical Program Manager, Engineering

SecurityScorecard

2h•$180,000 - $240,000

About The Position

SecurityScorecard is hiring its first and only Technical Program Manager within Engineering, reporting to the VP of Engineering. The company’s engineering organization is being structured into 16 to 18 squads across five technical domains. The role coordinates cross-squad and cross-domain programs, making dependencies, sequencing, status, and risks visible while keeping delivery ownership with domain and squad leads and product decisions with Product. The position has no direct reports and does not own product or technical decisions. It works within Engineering and complements, rather than duplicates, the existing portfolio-level PMO. The TPM will build and automate systems for engineering coordination, using tools such as Jira, dashboards, scripts, and AI agents. The goal is to make coordination scale as the number of teams grows, provide leadership with timely information, and give the PMO accurate engineering inputs. The role also documents cross-team processes and supports managers overseeing quarter-long champion initiatives. SecurityScorecard is a cybersecurity ratings company headquartered in New York City. The company offers country-specific benefits, including competitive salary, stock options, health benefits, unlimited PTO, parental leave, and tuition reimbursements. For U.S.-based candidates, the estimated total compensation range is $180,000–$240,000 USD, consisting of base salary plus bonus. For Canada-based candidates, the estimated total compensation range is $200,000–$280,000 CAD, consisting of base salary plus bonus. Actual compensation varies based on factors including affordability, skills, qualifications, and experience. Employees may also be eligible for annual performance-based incentive compensation and equity.

Requirements

At least 8 years of program or project management experience in engineering or technology organizations.
At least 3 years of experience at a B2B SaaS company.
Evidence of building coordination systems, tools, and processes that remained useful beyond the candidate’s tenure.
Experience in fast-growing or changing organizations where structure was still being defined.
Technical depth sufficient to understand dependencies, architecture tradeoffs, and the software development lifecycle, and to earn engineers’ trust; a computer science degree or coding experience is not required.
Expertise in Jira, including administration, and familiarity with dashboards and reporting tools.
Hands-on use of AI tools to automate tracking, summarize status, or surface risk, with informed opinions about their effectiveness.
Ability to influence senior engineers, managers, and product leads without direct authority.
Flexibility to work with teams’ existing methods rather than impose a framework.
Persistent follow-through and the ability to build trust and clarity without relying on pressure.
Clear, direct written communication that prompts readers to act.
Comfort with ambiguity and helping define the role as the organization changes shape.

Nice To Haves

Experience in cybersecurity, defense, or other security-focused products.
Experience managing programs across hardware, software, and operations.
Prior director-level or business operations scope.
Experience adapting Scrum, Kanban, or other agile practices to how teams work.
Experience building agentic workflows or scripts for delivery reporting.

Responsibilities

Own tracking for programs that cross squad or domain lines, from kickoff through completion.
Map inter-squad dependencies before work begins, keep dependency maps current, and flag risks early.
Build the engineering status and visibility system, defining what is tracked, where it is tracked, and how leadership accesses it.
Automate coordination using Jira, dashboards, scripts, and AI agents for status, dependency alerts, and reporting.
Run cross-team planning syncs, sequencing reviews, and written updates.
Follow up when dependencies stall, identify causes, connect the relevant leads, and escalate unresolved issues to the VP of Engineering.
Provide the PMO with accurate engineering inputs for portfolio-level reporting.
Support managers running quarter-long champion initiatives outside their squads through lightweight tracking and goal reviews.
Measure whether coordination costs decrease as the team count grows and adjust the system when needed.
Document how cross-team work operates so new squads can adopt the process without a walkthrough.