Senior Technical Program Manager

InterSystems•Boston, MA

2d•$127,000 - $157,000

About The Position

We are seeking an experienced Technical Program Manager to support the growth of the world's most innovative HealthCare data platform. InterSystems HealthShare is the engine behind some of the world's most critical health applications. We are the platform technology that empowers mission-critical solutions across health plans, providers, and public sector. This is a founding Technical Program Manager role for HealthShare. You will report to the Head of Product and stand up the TPM function for the platform, defining how it works from the ground up. You will own the connective tissue between Product, Engineering, Quality Development, and the Release Team: the dependencies between them, the handoffs where one team's work becomes another's, and the readiness of the releases that span all four. This is a role for someone who has built this foundational function before and understands the distinction that makes it work. Engineering owns delivery on its teams. Quality owns quality. The Release Team owns the release. The TPM owns the seams between them, the cross-team dependency graph, and the standard for how work is tracked and made visible, without taking on the work that belongs to those teams or drifting into collecting status on their behalf. If you are energized by defining an operating model rather than inheriting one, and by making a fast-moving, technically deep organization legible to itself without slowing it down, this role is built for you.

Requirements

10+ years in technical program management or a closely related discipline, including experience standing up or scaling a program-management function, not only running programs within an existing one.
Strong technical fluency. You do not need to write production code, but you should read a system well enough to find the real risk in a plan and hold your own with senior engineers on dependencies and architecture.
Experience delivering managed services and cloud services, and comfort with the operational realities of both.
A clear, demonstrated point of view on the difference between technical program management and a PMO, and on why performing hygiene work on behalf of teams is a failure mode rather than a service.
A track record of building cross-functional processes and interfaces that held up under real delivery pressure, spanning engineering and the teams downstream of it.
Experience defining a tracking standard that many teams run on, in Jira, Confluence, or equivalent tooling.
Excellent written and verbal communication. You can make a technical program legible to an engineer and to an executive in the same day, and you can hold a position through clarity and judgment rather than positional authority.
Strong organizational instincts and attention to detail, balanced by the judgment to add the minimum process a problem actually requires.

Responsibilities

The seams between Product, Engineering, Quality Development, and the Release Team. Name the handoffs, assign an owner on each side, define what passes across each boundary, and set the escalation path for when something breaks, before the release that tests it.
The cross-team dependency graph. Maintain an explicit, current picture of what depends on what across teams, so the organization can make deliberate decisions about sequencing and risk instead of discovering a major dependency the week it blocks a release.
Launch and release readiness for cross-functional work that spans multiple teams. Know, before a date is committed, whether the engineering work, the quality gates, the release steps, and the downstream communication are going to converge.
The tracking standard in Jira and Confluence. Define how work is structured and made visible, so program state is readable directly, without a status meeting. Make the compliant path the easy path so teams follow it because it helps them, not because they are told to.
Risk identification and communication across the platform. Surface the cross-team risks the individual teams are too close to see and get them in front of the right people early, using Teams and the tools the organization already operates.
Program-level visibility for leadership. Give the Head of Product and senior stakeholders a legible read on program health that is a byproduct of how teams already work, not a separate reporting tax layered on top of them.