Technical Project Manager

MyFunded Futures•Plano, TX

10d

About The Position

At My Funded Futures, we’re transforming the world of proprietary trading by giving traders the capital, tools, and community they need to succeed. We blend innovation, transparency, and performance to create opportunity — helping traders scale faster and smarter. This is a rare shot to build the project management function from the ground up at a company at the intersection of finance, trading technology, and internet-native growth. We are looking for someone who can take a messy set of priorities and turn it into a roadmap that actually gets executed. We move fast, we ship bold, and we don't do boring.

Requirements

A track record of managing technical/engineering projects in a fast-moving environment, ideally in fintech, trading, or SaaS
Enough technical fluency to have real conversations with Engineering about architecture, tradeoffs, and dependencies, not just deadlines
Strong instincts for prioritization: you know what actually needs to ship now versus what can wait
Comfort holding people accountable, including engineers and leadership, without becoming a bottleneck yourself
Genuine interest in trading, markets, or prop firm culture. You don't need to be a trader, but you should get why this space is exciting
Speed without sacrificing rigor. We operate in a fast-moving, high-volume environment
Comfort with ambiguity and shifting priorities across a small, fast-scaling company
A thrive-in-chaos mindset: you're energized by a small, fast-paced team where the best idea wins, not the loudest title

Nice To Haves

Experience managing projects for a trading platform, prop firm, or brokerage
Familiarity with agile/scrum tooling (Jira, Linear, or similar) and running the process without letting it run you
Background as a former engineer or technically-adjacent role
A track record of turning a chaotic backlog into a shipped roadmap

Responsibilities

Own delivery across engineering projects: scoping, sequencing, tracking, and shipping, end to end
Translate priorities from Product and Executive leadership into clear, sequenced project plans that Engineering can actually execute against
Run the day-to-day cadence: standups, sprint planning, retros, and whatever rituals actually keep the team moving instead of slowing it down
Identify and clear blockers before they become excuses, whether that's a dependency, a vendor, or a resourcing gap
Manage cross-functional coordination between Engineering, Product, and other teams so nothing falls through the cracks
Track project health and communicate status clearly to leadership, including the risks nobody wants to say out loud
Own technical documentation and process rigor without burying the team in overhead
Balance multiple concurrent projects across our trading platform, prop firm, and brokerage lines without losing the thread on any of them