Principal Technical Program Manager to coordinate cross-squad dependencies and automate engineering visibility in a 16-18 squad organization with no director layer.
SecurityScorecard is the global leader in cybersecurity ratings, with over 12 million companies continuously rated, operating in 64 countries. Founded in 2013 by security and risk experts Dr. Alex Yampolskiy and Sam Kassoumeh and funded by world-class investors, SecurityScorecard’s patented rating technology is used by over 25,000 organizations for self-monitoring, third-party risk management, board reporting, and cyber insurance underwriting; making all organizations more resilient by allowing them to easily find and fix cybersecurity risks across their digital footprint.
Headquartered in New York City, our culture has been recognized by Inc Magazine as a "Best Workplace,” by Crain’s NY as a "Best Places to Work in NYC," and as one of the 10 hottest SaaS startups in New York for two years in a row. Most recently, SecurityScorecard was named to Fast Company’s annual list of the World’s Most Innovative Companies for 2023 and to the Achievers 50 Most Engaged Workplaces in 2023 award recognizing “forward-thinking employers for their unwavering commitment to employee engagement.” SecurityScorecard is proud to be funded by world-class investors including Silver Lake Waterman, Moody’s, Sequoia Capital, GV and Riverwood Capital.
About the Role:
We’re reorganizing engineering into 16 to 18 small squads grouped under five technical domains. Each domain has a lead who stays hands-on in the code, and squad leads keep their engineering titles and spend at least half their time building. There’s no director layer between them and the VP of Engineering, which keeps decisions close to the work. The tradeoff is that nobody is currently coordinating across squads. You’ll be that person.
This is the first and only TPM inside engineering, reporting to the VP of Engineering. You’ll own whether cross-domain programs are visible and on track: which squad blocks which, what has to land before what, and where the technical dependencies sit. Then you’ll automate as much of that as you can, so coordination scales with the number of teams instead of growing with them.
You won’t have direct reports, and you won’t own product or technical decisions. Domain and squad leads own delivery, and product owns what gets built. Your leverage is clarity: the right information in front of the right people before something slips. If you need a team under you or a title to get things done, this role won’t be a good fit.
We already have a PMO that tracks programs at the portfolio level. You won’t duplicate it. You’ll work inside engineering, at the level of squads and technical dependencies, and the PMO will get better inputs because of it.
What You’ll Do
Who You’ll Work With
You’re accountable for programs being visible and on track, not for the work landing.
Sourced directly from the company's job board — apply on their site.