Head of Technical Programme Management

Overview
The Technical Program Manager (TPM) is the single accountable owner for delivering Kastle’s enterprise-platform programs and the complex, cross-functional technology work that runs alongside them. Reporting to the CIO, the TPM drives one unified plan, sequence, and cadence across every functional owner and implementation partner touching a program — from the ERP, CRM, CPQ, and HRIS rollouts through client integration deliveries.

Kastle’s Enterprise Technology Team is entering a concentrated window of platform work: a net-new ERP implementation, a CRM moving from selection into build, a live CPQ migration, and an HRIS improvement program. These programs have overlapping timelines, external implementation partners, and shared dependencies. The TPM is engaged at kickoff on any program that clears a defined complexity bar and stays accountable through go-live and into steady-state updates.

Responsibilities
The programs you will own

ERP — Net-new implementation with an external partner; migration off legacy financial systems; phased rollout across finance and operations.

CRM — Selection in final stages, moving directly into a net-new build and rollout; feeds downstream systems including CPQ.

CPQ — Live migration off the legacy platform (Expert Logic to Logik); parity work, experience enhancements, and Sales acceptance.

HRIS — Deployment of improvements and ongoing configuration and release management on the existing platform.

Qualifications
These programs already intersect. For example, CPQ enhancement items are on hold pending CRM field definitions that the CRM program has not yet finalized. The TPM is the person who sequences dependencies like this deliberately, so they are planned rather than discovered late.

Key Responsibilities
Enterprise platform delivery

Own deployment, configuration, and ongoing updates across the enterprise platforms: ERP, CRM, CPQ, and HRIS, from kickoff through go-live and into steady-state release management.

Maintain a unified cross-program plan and manage dependencies between platforms (for example, CPQ enhancements that depend on CRM field definitions) so they are sequenced deliberately.

Coordinate external implementation partners and internal functional owners to a single plan, status, and risk view per program.

Run recurring cross-functional status reviews across every owner on a given program, including vendors and partners.

Client integration delivery

Own an end-to-end plan across client integration delivery — install, integration, hardware, onboarding, and access — with a single point of accountability across workstreams.

Validate access as its own workstream and confirm delivery-method and migration assumptions (for example, full export versus incremental) before they become execution risk.

Ensure source data and credential requirements are gathered before kickoff, working from the scoping and requirements handed off by the paired Solutions Engineer function.

Governance and risk

Operationalize governance once adopted: run RACI, rollback runbooks, and the Integration Review Board gate as live delivery mechanisms rather than paper artifacts.

Provide executive-ready reporting: one authoritative status, risk, and dependency view per owned program, communicated directly to executive stakeholders and the CIO.

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