Technical Project Manager

Reinforce Labs, Inc.Palo Alto, CA

About The Position

We're hiring a Technical Project Manager to drive execution across the engineering organization. You'll own the delivery of high-stakes, cross-functional programs that span engineering, AI/ML infrastructure, data, and product, keeping multiple teams aligned, dependencies unblocked, and leadership informed at every step. This is not a process-for-process's-sake role. We're looking for someone who can sit in a room with engineers, understand the technical tradeoffs being debated, identify the real risks, and drive the team to a decision. You'll be measured on outcomes: did the program ship, did it ship on time, and did it ship at the quality bar our users deserve.

Requirements

  • Curiosity and ambition
  • Program/project management experience in a high-growth software environment.
  • Track record of shipping concrete examples of programs you owned end-to-end, the constraints you operated under, and what you delivered.
  • Technical fluency: ask the right follow-up questions, and call out unrealistic estimates.
  • Outstanding written communication. You can compress a complicated status into a paragraph and a complicated plan into a page.

Nice To Haves

  • Experience at a AI/ML product company.
  • Background in software engineering, data engineering, or technical product management before moving into TPM.
  • Familiarity with AI/ML delivery such as agent orchestration, eval pipelines, data labeling workflows.
  • Experience standing up a TPM function or program from scratch.

Responsibilities

  • Own end-to-end delivery of cross-functional engineering programs from kickoff through launch and post-launch measurement.
  • Build the plan, then defend it. Break ambiguous objectives into milestones, dependencies, and clear owners. Pressure-test scope with engineering and product leads. Re-plan when reality changes.
  • Drive rhythm. Run sprint planning, standups, demos, retros, and steering committees for the programs you lead. Make every meeting earn its place on the calendar.
  • Surface and unblock risks before they become slips. Track dependencies across teams (engineering, data, vendors), escalate cleanly, and propose mitigations rather than just flagging problems.
  • Improve how we work. Identify patterns across programs and propose changes to tooling, process, or org design. Pilot, measure, scale what works, kill what doesn't.
  • Partner on incident response and post-mortems for the programs you own and make sure we learn and the fix actually ships.
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