Senior Technical Program Manager

Full Swing Golf Inc•Carlsbad, CA

1d•$160,000 - $190,000•Hybrid

About The Position

Full Swing is hiring a Senior Technical Program Manager to own delivery for our highest-complexity, highest-risk programs, often spanning multiple pods or tribes at once. This is an execution and accountability role, not a status-reporting role. You are the person leadership calls when scope is still ambiguous, timelines are contested, and the cost of getting the forecast wrong is real. You bring the plan, not just the process. Beyond running your own programs, you raise the bar for how program management is done across the PMO Center of Excellence: sharper forecasting, tighter dependency management, and more direct accountability. You partner at the Director and VP level on sequencing trade-offs across tribes, and you're a working escalation point when other programs hit trouble. You are measured on whether the programs you own, and the practice you help shape, deliver on the dates that were committed to.

Requirements

10+ years as a Technical Program Manager (or equivalent technical project/program management role) inside a software engineering organization, including experience owning the most complex or highest-visibility programs in that org.
A track record of driving multiple concurrent, cross-team and cross-organization technical programs to on-time delivery in a fast-paced environment, with evidence you can point to specific dates you owned and hit under real ambiguity or pressure.
Strong technical fluency: you can read a system architecture diagram, follow and challenge an engineering trade-off discussion, and ask the question that surfaces the actual risk, without needing an engineer to translate for you.
Demonstrated experience building, defending, and improving data-driven forecasting models based on team throughput and historical velocity, including for programs spanning multiple teams with competing priorities.
Advanced fluency in Jira and Confluence: cross-project dependency mapping, release/sprint planning, and building reporting and forecasting tools other TPMs can use, not just your own dashboard.
Experience operating in agile and/or hybrid delivery models as actually run inside engineering teams, including experience adapting or improving those models, not just following them.
A demonstrated bias toward resolving problems directly with the people who own them rather than escalating or documenting first, and experience coaching other TPMs toward that same bias.
Excellent written and verbal communication, calibrated for direct, executive-level candor with Directors and VPs rather than diplomatic hedging.
Experience influencing and informing roadmap sequencing or trade-off decisions at the Director/VP level.
Bachelor's degree in Computer Science, Engineering, or a related technical field, or equivalent hands-on experience.

Nice To Haves

Experience as a Senior TPM or Program Management lead in a games, simulation, consumer hardware, or interactive entertainment company.
Experience running or overseeing programs that span multiple concurrent product lines or business units.
Experience partnering directly with QA leadership on release readiness and go/no-go gating criteria for high-stakes releases.
Experience building or formalizing a program management practice (standards, tooling, forecasting models) from an earlier, less mature state.
PMP, SAFe, or equivalent certification is a plus, but real delivery track record at scale matters more than credentials.

Responsibilities

End-to-end delivery for the organization's most complex and highest-risk programs, frequently spanning multiple pods or tribes simultaneously.
Master timelines built on real engineering capacity and historical throughput across teams, used to make and defend commitments at the leadership level.
Cross-tribe dependency mapping and resolution. You surface the dependency that will break the date, across team boundaries, and drive it closed before it does.
Release forecasts leadership builds business commitments on. If a date moves, you're the first to know, the first to say so, and you bring the recovery plan and the trade-offs with you.
Risk registers for the programs you own, driven to closure, and a working escalation point on other programs' risk when asked in.
Program reviews and syncs built around decisions and unblocking, not readouts. If a meeting produces only a status update, it shouldn't be on the calendar.
Direct, executive-level accountability conversations with engineering, QA, product, and design leads when commitments slip.
Sequencing and trade-off recommendations at the Director/VP level when schedule, quality, and scope compete across multiple tribes.
The forecasting standards, dependency-mapping practices, and program review model used across the PMO Center of Excellence, and mentorship of other TPMs against that bar.
Post-release retrospectives at the program and practice level, feeding real changes back into estimation and how future programs are planned and staffed.