Director, Technical Program Management
About the role
maybe. Next: "Why this role exists" paragraph. Could be part of responsibilities? Might be "Responsibilities". Let's see. Responsibilities: The posting includes "What You Will Own" bullet points (though not bullet list but paragraphs). Also "The product operating rhythm." etc. Also "The TPM team." etc. Also "What Success Looks Like In The First Two Quarters". Also "Who You Will Partner With". Also "What We're Looking For". Also "What Will Make You Fail Here". Also "Why Join BitGo?" and benefits. We need to produce sections: About the role, Responsibilities, Requirements, Qualifications, Skills, Benefits, Pay, Schedule. We need to decide which content goes where. Typically: - About the role: company description and role context (full-time onsite Palo Alto, why role exists, what you will own maybe). But we can also put responsibilities separate. - Responsibilities: list of duties (What You Will Own, The product operating rhythm, The TPM team, Who You Will Partner With maybe). Could be bullet list. - Requirements: maybe "What We're Looking For" (8+ years experience etc). Also "What Will Make You Fail Here" maybe as notes but not required. - Qualifications: maybe overlapping with Requirements; but we can combine. - Skills: maybe technical credibility etc. - Benefits: list of benefits. - Pay: Pay Transparency Notice with salary range. - Schedule: maybe mention full-time onsite (schedule). Could be included in About the role. We must not create sections with filler like "not specified". So only include sections where we have concrete info. We have: - About the role: company description + role location + why role exists (maybe). We'll include that. - Responsibilities: we have several paragraphs describing ownership: timely delivery, building trust, portfolio dependency, product operating rhythm, TPM team, who you will partner with. We'll turn into bullet list. - Requirements: "What We're Looking For" includes 8+ years in technical program management, with 3+ leading TPM teams or functions, ideally including founding one. Delivery leadership in regulated financial environment, technically credible with platform engineering, demonstrated experience with at least one of: M&A integration, legal-entity restructuring, or large multi-party partner migrations. Operates through influence, writing-first operator, crypto/digital-asset domain experience a plus, regulated-fintech delivery scar tissue matters more. That's requirements. - Qualifications: maybe same as Requirements? Could be separate but we might not need both if content similar. However we need to decide: The instruction says prefer a few substantive sections over many thin ones. So we could combine Requirements and Qualifications into one section? But they ask to use headings for those specific names if we include them. We could include both but ensure they have distinct content. Could treat Requirements as "What We're Looking For" and Qualifications as maybe "Education / Certifications"? Not present. So maybe we skip Qualifications section because no distinct content. But we need to follow instruction: include a section ONLY when the posting has real, specific content for it. If we don't have distinct qualifications beyond requirements, we could omit Qualifications. - Skills: maybe "Technically credible with platform engineering: you can read an architecture discussion, pressure-test an estimate, and hold your own on sequencing conversations with senior engineers without pretending to be one." Also "Operates through influence..." and "Writing-first operator". Could be skills. Could also include "Crypto/digital-asset domain experience is a plus". So we can create Skills section. - Benefits: list of benefits. - Pay: Pay Transparency Notice: compensation averages between $200,000 - $230,000 USD base salary. Equity, annual performance bonus and benefits also part. - Schedule: The role requires full-time onsite at Palo Alto office. That's schedule info. Could be a short sentence. We must not repeat job title. Must not include Job ID etc. Must not include boilerplate like "Why Join BitGo?" maybe we can incorporate into Benefits or About? But "Why Join BitGo?" is more about culture; could be part of Benefits? But we already have Benefits list; we could add a short paragraph about culture under About the role or maybe a separate section "Why Join BitGo?" but not in allowed headings. Since only allowed headings are those listed, we should not create extra headings. So we can incorporate that motivational paragraph into About the role or maybe Benefits? Probably About the role. We must remove duplicated lines: there is duplicate "Portfolio dependency and capacity integrity." paragraph appears twice. We'll keep only once. Now produce HTML. Structure:About the role
... company description ... This role will require being full-time onsite at our Palo Alto office to support collaborative team dynamics and innovative problem-solving. Why this role exists ... (maybe summarise). We'll include the why this role exists paragraph. But we need to preserve all substantive information; we shouldn't summarize away detail. So we need to keep the "Why this role exists" paragraph verbatim (or near). Let's extract that paragraph: "Why this role exists BitGo's product is the foundation of the crypto industry globally. Our products and services are used by a breadth of client types worldwide: exchanges, banks, fintechs, asset managers, protocols, corporates, and governments. Much of the industry's infrastructure ultimately runs on or intersects with our platform. Delivery at that scale, across that many client types and jurisdictions, is executed by single-threaded PM owners. The individual workstreams are owned. What is not owned is the connective tissue between them: delivery operating rhythm, cross-team dependencies, regulatory submission pipelines, audit-driven remediation programs, etc that cut across product, engineering, compliance, legal, and finance. You will join as the first program manager for R&D and build the Technical Program Management function from scratch within your first year. This is not a process-improvement role. It is an execution-risk role at a public company where missed delivery on regulated commitments has audit, examiner, and investor consequences." We need to keep that as prose. Now responsibilities: we need to list duties. From "What You Will Own": bullet points: - Timely and predictable delivery of product. This is the mandate everything else serves. You own delivery integrity across the product portfolio: dates that mean something, cross-team and cross-entity programs (acquisition integrations, legal-entity restructurings, partner and vendor migrations) executed end-to-end, and early escalation the moment a plan and a commitment diverge. When BitGo says something ships, it ships. - Building trust between product and our regulatory, compliance, legal, finance, and audit partners. Run the programs where product delivery and control exposure intersect: new-product regulatory review pipelines with fixed examiner deadlines, remediation of audit findings where the fix is a product build, and delivery against commitments made to regulators. These partner teams need to trust that product's plans are real and product needs to trust that review clocks are predictable; you are the person who makes both true, and who forces conflicts between remediation timelines and exposure windows into explicit decisions rather than letting them ride. - Portfolio dependency and capacity integrity. Maintain the single source of truth for where resources are allocated, which programs must land when, and what is at risk. Surface contradictions, such as committed goals with unstaffed critical-path dependencies, duplicate ownership, or cross-team dependencies that live in nobody's plan, before they surface as quarter-end misses. Build a credible picture of keep-the-lights-on load so real capacity is known, not guessed. - The product operating rhythm. Run the execution-review cadence for the product org: initiative status that is current and honest, launch readiness that commercial can sell against, and a working blocker-escalation path with SLAs. You make status cheap to produce and impossible to fudge. - The TPM team. You start as the first program manager for R&D, hands-on, running the highest-exposure programs yourself, and build out the function within a year, hiring 1–2 TPMs against proven need. Set the bar for what program management means here: outcome-accountable, technically fluent, and light-touch on teams that are already delivering. - Who You Will Partner With: list of partners (product managers, engineering leadership, compliance, legal, risk, commercial leadership, finance and audit). We could incorporate as bullet. Also "What Success Looks Like In The First Two Quarters" could be responsibilities or expectations; but we could include as responsibilities as well. But to avoid too many sections, we can combine all these into a
- list. We must preserve all substantive information; we should not lose details. So each bullet should capture the essence but not omit key details. We'll need to be careful. Let's craft bullets: - Own timely and predictable delivery of product: ensure delivery integrity across the product portfolio, own dates that mean something, oversee cross-team and cross-entity programs (acquisition integrations, legal-entity restructurings, partner/vendor migrations) end-to-end, and escalate early when plans diverge from commitments. - Build trust with product, regulatory, compliance, legal, finance, and audit partners: manage programs where product delivery meets control exposure (new‑product regulatory review pipelines with fixed examiner deadlines, audit‑finding remediation that requires a product build, regulator‑commitment delivery); make plans believable and review clocks predictable, turning remediation‑timeline vs exposure‑window conflicts into explicit decisions. - Maintain portfolio dependency and capacity integrity: keep a single source of truth for resource allocation, program timelines, and risk; surface committed goals lacking staffed critical‑path dependencies, duplicate ownership, or orphaned cross‑team dependencies before they cause quarter‑end misses; quantify keep‑the‑lights‑on load to know real capacity. - Run the product operating rhythm: own the execution‑review cadence for the product org (current/honest initiative status, launch readiness commercial can sell against, blocker‑escalation path with SLAs); make status reporting lightweight and tamper‑proof. - Build the Technical Program Management function: as the first R&D program manager, run the highest‑exposure programs yourself, hire 1–2 TPMs within a year, and define outcome‑accountable, technically fluent, light‑touch TPM practices. - Partner with product managers, engineering leadership, compliance/legal/risk, commercial leadership, finance and audit: relieve PMs of coordination, provide sequencing and dependency views to engineering, build delivery pipelines around regulatory judgment, give commercial launch dates they can sell against, and keep control‑remediation milestones honest for finance/audit. - Achieve early‑quarter success criteria: every regulated‑delivery program has a dated plan reconciled to external deadlines with gaps escalated in writing; no compliance commitment lives in an ownerless spreadsheet; committed goals and staffing are reconc