Director of Technical Program Management, Bitgo
$200-230k
+ Bonus and stock options
Full-time onsite
Office located in Palo Alto, CA
Digital asset financial services for instuitutions
Be an early applicant
Digital asset financial services for instuitutions
501-1000 employees
Be an early applicant
$200-230k
+ Bonus and stock options
Full-time onsite
Office located in Palo Alto, CA
501-1000 employees
Company mission
BitGo's mission is to deliver trust in digital assets.
Role
Who you are
- 8+ years in technical program management, with 3+ leading TPM teams or functions, ideally including founding one
- Delivery leadership in a regulated financial environment: you have run programs with examiner deadlines, audit findings, SOX-adjacent controls, or material-weakness remediation, and you know how public-company audit exposure changes program management
- 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
- Demonstrated experience with at least one of: M&A integration, legal-entity restructuring, or large multi-party partner migrations
- Operates through influence in organizations where authority is split across reporting lines. You get things done with people who don't report to you and don't want another meeting
- Writing-first operator: your default artifacts are documents and dependency maps, not status meetings
- Crypto/digital-asset domain experience is a plus, not a requirement. Regulated-fintech delivery scar tissue matters more
What the job involves
- 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
- 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
- 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 — committed goals with unstaffed critical-path dependencies, duplicate ownership, 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
- Surface contradictions — committed goals with unstaffed critical-path dependencies, duplicate ownership, 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
- What success looks like in the first two quarters:
- Every regulated-delivery program has a dated plan reconciled against its external deadline, with gaps escalated in writing. There should be no compliance commitment tracked in a spreadsheet nobody owns
- Committed goals and staffing are reconciled: zero commitments with unstaffed critical-path dependencies that leadership hasn't explicitly accepted
- One integration or entity program demonstrably run end-to-end through your operating model
- Product leads report the coordination overhead went down, not up. If the org experiences TPM as a reporting tax, the function has failed regardless of the dashboards
- Who you will partner with:
- Product managers, who keep outcome accountability and decide what to build. You take the cross-team coordination load off their plate and bring escalation muscle when a blocker sits in another org
- Engineering leadership, who own technical decisions, estimates, and delivery. You provide program-level sequencing and a single dependency view across teams, operating by partnership rather than positional authority
- Compliance, legal, and risk, who own regulatory judgment. You build the delivery machine around that judgment — submission pipelines, review-clock tracking, and remediation plans mapped to the audit calendar
- Commercial leadership, who own revenue and client commitments. You give them launch dates they can sell against and a real intake path when deal-driven commitments need to enter the roadmap
- Finance and audit, for whom you keep control-remediation milestones honest against the audit calendar, with slippage escalated the week it happens
Our take
The digital asset industry is maturing, with asset companies looking to shore up their positions by adding secure custody capabilities. This is good news for BitGo, an independent, regulated cryptocurrency custodian company providing security, custody, and liquidity solutions.
BitGo’s flagship multi-signature wallet solution helps its clients mitigate risk and optimise capital efficiency. The company has subsequently expanded to also cover a number of areas that are critical for any holder of major crypto assets, like portfolio and tax management. In this, BitGo was smart to focus exclusively on institutional clients: there’s a huge appetite among larger players to expedite the mainstreaming of crypto, and they’ll need precisely BitGo’s tools to get there.
BitGo was in talks to be acquired by PayPal, and most recently, by Galaxy Digital, which speaks to a strong institutional confidence in the crypto wave. Despite a rocky 2024 for the digital assets (which now sees BitGo suing Galaxy Digital for pulling out of the acquisition deal), BitGo has manoeuvred itself into a central position to capitalise on what, now, seems a near-inevitable period of mass adoption.
Exemplifying this, the BitGo Ventures wing of the company was launched in 2024 to partner with and invest in cutting-edge blockchain and fintech startups, whilst the company saw revenue rocket to $4.19 billion in H1 2025. It completed an IPO bid in Q1 26, which is fitting considering its growth
Freddie
Company Specialist at Welcome to the Jungle
Insights
-26% employee growth in 12 months
Company
Funding (last 2 of 4 rounds)
Aug 2023
$100m
SERIES C
Oct 2018
$16m
SERIES B
Total funding: $170.5m
Company benefits
- Company-paid medical, dental, and vision plans
- Catered lunches, fresh snacks, and gourmet coffee
- Commuting made easy with company-paid Caltrain passes
- Competitive compensation, stock options, and 401k plan
- Top-end computer equipment to power your work
- Flexible vacation time
- Remote/hybrid friendly with physical location workspaces
Company HQ
Downtown, Sioux Falls, SD
Leadership
Mike Belshe
(Co-Founder & CEO)Previously Director of Engineering at Good Technology, who went on to found Cookout Software - and then move to Google as a Software Engineer/Development Manager when the latter company bought out the startup. Has served as BitGo CEO for over a decade.
Ben Davenport
(Co-Founder & Advisor)Has spent time as a Software Engineer at Microsoft, Google, and Facebook, and worked on algorithm development at Hudson River Trading. Additionally co-founded and led Beluga, a mobile group messaging solution that was ultimately bought by Facebook, and became Facebook Messenger.
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