Technical Project Manager

Quadratic IT, LLC•Doral, FL

2d•$105,000 - $130,000•Remote

About The Position

This role is responsible for owning project delivery for client infrastructure work, including server and platform migrations, network segmentation builds, M365 and Azure tenant projects, and compliance remediation for CMMC L2 and SOC 2 assessments. The Technical Project Manager will manage the entire project lifecycle from intake to closeout, ensuring projects are delivered on schedule and within budget. This role also involves leading and managing engineers (L2 Field Support Technicians, L3 Systems Administrators, Platform Administrators, and Senior L4 Engineers) in a matrixed environment, assigning tasks, triaging escalations, coaching on documentation, and providing performance feedback. The project manager must have the technical depth to understand project plans and identify potential issues, but solution design authority remains with the Principal Solutions Architect and Senior Engineering. The role is remote with up to 25% travel for project kickoffs, cutover windows, and client milestones. Compliance with CMMC L2, NIST 800-171, and SOC 2 is a critical aspect of the role, with project records serving as audit evidence.

Requirements

7+ years in IT delivery combining hands-on infrastructure work and project management responsibility, with at least 3 years managing or supervising technical staff
US person status and US-based work location. You must be based in the United States and qualify as a US person (US citizen, US national, lawful permanent resident, or protected individual under US law). This role's access to Controlled Unclassified Information (CUI) and export-controlled systems is restricted under CMMC L2 and US export control regulations.
PMP certification, or delivery history that demonstrates the same discipline: baselined schedules, change control, risk registers, documented closeouts
Technical depth in at least one of networking or systems administration at a level that earns engineer respect: you can read a switch configuration, follow a virtualization cutover plan, and spot the step that will fail. CCNP, CCNA, or equivalent network credentials are a strong signal; so is verifiable hands-on history.
People management experience: hiring input, performance feedback, coaching, and the judgment to separate a skill gap from a will gap
Matrix delivery experience: you have run projects where senior technical staff took project direction from you without reporting to you, and you can describe how you held their dates without holding their performance reviews
Working knowledge of the compliance frameworks this client base lives under: CMMC L2, NIST 800-171, SOC 2. You do not need to be an assessor. You need to know why an undocumented change on a CUI system is a project failure even when the change worked.
Ticketing and project discipline in a PSA (HaloPSA preferred; ConnectWise, Autotask, ServiceNow, or equivalent transferable) and fluency with at least one scheduling tool (Microsoft Project, Smartsheet, or equivalent)
ITIL familiarity at a working level: change, incident, and problem management as practiced, not as vocabulary
Communication that works three ways: with client executives and non-technical stakeholders, with the engineers you manage, and with Senior Engineering and the Principal Solutions Architect above your tier
Prior experience in a multi-client service delivery environment (MSP, MSSP, or consulting delivery)

Responsibilities

Own client infrastructure projects end to end: intake, scoping, work breakdown, scheduling, budget tracking, risk management, change management, closeout
Build project plans that map work to the right tier: L2 for endpoint and site work, L3 for server and platform execution, Senior Engineering for complex implementation, the Principal Solutions Architect for design
Manage the L2/L3 engineers assigned to your projects: assign and sequence tasks, run check-ins, triage escalations, clear blockers, and feed performance observations to the hiring manager
Coordinate platform administrators and Senior (L4) Engineers in a matrix model: own their project task sequencing, deliverable dates, and cross-project dependency conflicts, and hold them to the same delivery standards (change records, closeout documentation) as the rest of the team. Feed performance observations on their project delivery to their line management. Their technical authority and line management stay with Senior Engineering leadership.
Coach engineers on delivery discipline: change records, runbooks, closeout documentation, and client communication that holds up in front of an assessor
Challenge estimates and plans with technical specifics, then commit to the number the accountable engineer owns
Participate in design reviews; enforce the approved design during execution and route proposed deviations back to the Principal Solutions Architect rather than approving them in the field
Run client communication for project work: kickoffs, status reporting, change windows, delay conversations, and the difficult middle ground where a client dependency is the thing slipping the date
Integrate compliance into delivery: change control on CUI-relevant systems, evidence capture as the project runs (not reconstructed afterward), US-person access constraints, assessor-ready closeout packages
Coordinate vendors and carriers inside project scope: circuit orders, hardware logistics, vendor remote-access requests evaluated against security policy
Manage capacity conflicts between project work and the service desk in partnership with dispatch, and escalate to leadership when the math does not work
Report project health to leadership with numbers: percent complete against baseline, budget burn, risk register movement, and what you need decided