Engineering, Business Management/COO, Principal

TPG•Fort Worth, TX

15d

About The Position

As TPG continues to modernize its technology organization, we are seeking a Principal to join the Engineering Business Management team. This role serves as a strategic engine for the department, driving operational excellence, portfolio visibility, and execution discipline across the engineering ecosystem. Operating at the unique intersection of engineering, finance, and strategy, the Principal partners directly with Engineering leadership to ensure investments and resources are optimized to deliver measurable business outcomes. Serving as a trusted advisor to the Engineering COO and the broader Leadership Team, this individual owns the business operations framework. You will be responsible for providing clear transparency into priorities, capacity, and delivery risks, ensuring every technical initiative aligns with TPG’s firm-wide strategic objectives. The ideal candidate functions as a hybrid Chief of Staff and Portfolio Leader—someone who can move fluidly between high-level executive strategy and hands-on program execution. This is a high-visibility role that requires the ability to influence at all levels, translating complex engineering data into actionable business insights.

Requirements

Bachelor's degree in Business, Engineering, Computer Science, Information Systems, Finance, Economics, or a related discipline.
10+ years of experience in technology business operations, program management, engineering operations, PMO leadership, consulting, strategy, finance, or related disciplines.
Experience supporting senior technology executives and leadership teams.
Strong portfolio, program, and operational management capabilities.
Experience leading large-scale cross-functional initiatives.
Exceptional executive communication, storytelling, and presentation skills.
Strong analytical, financial, and problem-solving skills.
Ability to influence across organizations without direct authority.
Experience partnering with Engineering, Product, Operations, and business stakeholders.
Proven ability to balance strategic thinking with operational execution.
Experience driving planning, governance, budgeting, and portfolio management processes in a technology organization.

Nice To Haves

MBA, Master's degree, or equivalent advanced business, technical, or operational experience.
Experience supporting a CIO, CTO, Engineering COO, Head of Engineering, or comparable technology executive.
Experience establishing portfolio management, planning, governance, and operational reporting frameworks within a technology organization.
Certifications in Program Management, Agile Delivery, Portfolio Management, or related disciplines are a plus.

Responsibilities

Own the Engineering Book of Work and provide oversight of the engineering portfolio management process.
Drive annual planning, quarterly prioritization, and capacity planning processes that determine where engineering resources, budget, and effort are invested.
Partner with business leaders and Engineering leadership to ensure engineering investments, resource allocation, and delivery commitments align to firm strategic objectives and business priorities.
Maintain visibility into strategic initiatives, delivery commitments, dependencies, risks, and organizational capacity.
Partner with Engineering leaders to balance strategic priorities, resource allocation, and execution commitments across the portfolio.
Build and maintain executive reporting, dashboards, and portfolio analytics that provide visibility into delivery performance, organizational capacity, engineering impact, and business enablement, helping Engineering leadership, business stakeholders, and firm senior leadership make informed decisions about priorities, investments, and strategic outcomes.
Develop and maintain frameworks that measure not only delivery execution, but also the business value, strategic alignment, and operational impact created by engineering investments.
Lead execution of the organization's highest-priority cross-functional initiatives.
Establish delivery plans, milestones, governance structures, and success measures.
Coordinate across engineering teams and business stakeholders.
Manage dependencies and remove barriers to successful execution.
Escalate risks, trade-offs, and decision points to leadership as appropriate.
Establish and run the Engineering operating cadence, including leadership reviews, planning cycles, portfolio reviews, and operational forums.
Prepare executive communications, leadership presentations, board materials, and strategic updates.
Drive organizational performance management through operating metrics, business reviews, and executive reporting.
Establish mechanisms that connect firm strategic objectives to engineering priorities, investment decisions, delivery outcomes, and business value realization.
Partner with Engineering leaders, executive leadership, and business stakeholders to improve execution discipline, transparency, accountability, and decision-making.
Serve as a trusted advisor to the Engineering COO and Engineering Leadership Team on organizational effectiveness, execution, business operations, and strategic planning.
Partner with Finance on annual budget planning, forecasting, and variance management.
Track technology investments, vendor spend, software contracts, and contractor expenses.
Develop capacity, funding, and investment models that support strategic planning.
Support investment proposals and business case development.
Establish approaches for measuring value realization, engineering productivity, business enablement, and return on investment.
Support organizational design and workforce planning activities.
Maintain visibility into skill gaps, hiring plans, organizational capabilities, and staffing requirements.
Partner with Engineering leaders on headcount planning and resource allocation.
Analyze capacity, workload, and utilization trends.
Support talent planning, succession planning, and team growth strategies.
Establish engineering KPIs, operational metrics, and executive scorecards.
Identify opportunities to simplify planning, governance, and reporting processes.
Improve transparency and predictability across the engineering portfolio.
Drive initiatives that increase organizational efficiency, effectiveness, and execution maturity.
Champion data-driven decision-making across the Engineering organization.