Head of Technical Programme Management

D.s, building the industry's first network digital twin: a mathematically accurate model of the production network. It's the foundation for autonomous networking, giving engineers and AI agents the ability to know the impact of every change before it touches production. We're accurate and evidence-driven, relentless about clarity, and we'd rather be certain than comfortable, building a groundbreaking platform that transforms how teams run and secure networks across every major cloud and vendor environment.Global leaders like Goldman Sachs, PayPal, S&P Global, IBM, and Dell trust Forward, alongside fast-growing enterprises and government agencies, realizing an average of $14.2 million in annual benefits, according to IDC. Capital, Andreessen Horowitz, Goldman Sachs, MSD Partners, Omega Venture Partners, Section 32, and Threshold Ventures, and headquartered in Santa Clara, we're most proud of our team: curious people who'd rather build what doesn't exist than accept how things have always been done.Release management end-to-end: SDLC coordination from product definition through production deployment, dependency mapping, release cadence, risk identification, and escalation before deadlines slipCross-functional programs that span engineering, product, and the technical field: scoping, sequencing, and driving them to outcomesInternal engineering communications: status reporting, exec updates, and the cadence of how engineering keeps the rest of the org informedProcess design that gets teams aligned without adding bureaucracy. Lightweight, followed, and retired when no longer usefulAutomation and AI leverage: identify what should be automated, partner with engineers to implement, and use AI for status tracking, documentation, and dependency analysisWhat matters:Track record running multi-team SaaS releases and broader engineering programs with complex dependenciesTechnical depth to distinguish realistic from fantasy (networking or infrastructure background a plus)Translates fluently between technical teams and business stakeholdersBuilds lightweight processes that actually get followedKnows when to push back on scope or timeline vs. repeatedly, and the one who reframes the question when the answer keeps being "yes" but the evidence says otherwiseWhat this isn't:Pure project management. You need technical credibilityPure engineering.