Head of Technical Program Management, Mercury

• 10+ years of program management, engineering, or product leadership experience, including 3+ years managing TPMs or PMs
• A technical background, ideally engineering, technical program management or senior product, with the fluency to work through architecture-level tradeoffs, timelines, and estimates with eng leaders
• Experience in regulated industries; fintech or banking strongly preferred
• A track record of building program management functions or operating systems, not just running individual programs
• Exceptional communication and the ability to influence cross-functionally, up to execs, across to peers, and down to teams you don't manage
• A solutions-first orientation: comfortable being dropped into ambiguity and known for leaving clarity behind

Desirable

• As Head of Technical Program Management, Banking, you'll be the master builder: the person who holds the whole program in their head, sequences the work, and makes sure it all stands up
• You'll act as the control center for all banking workstreams:, core banking build, credit and lending, customer migration, risk systems, and incident coordination, while defining, from scratch, the technical program management operating system the org runs on
• You'll own exec-level reporting and you'll build and lead the TPM team. Early on, you'll also operate as a player-coach, directly running select program areas like credit and lending while you hire behind yourself
• Own the program for Mercury's bank charter and governance work: the sequencing, dependencies, risks, and decisions across engineering, product, design, and data teams
• Define the TPM operating system for the banking org: the rituals, tooling, reporting, and standards that make complex cross-functional work legible and fast
• Build automation and agentic flows to run programs with efficiency and high quality
• Build and run exec-level reporting, synthesizing a high volume of information into self-serve dashboards and crisp narratives about what matters most
• Pressure-test timelines, sequencing, and estimates with engineering and product leaders, knowing when to challenge assumptions
• Build, manage, and develop a team of TPMs while directly running select program areas
• Drive decisions through ambiguity: clarify ownership, force tradeoffs into the open, and use productive conflict to get to the right answer
• Operate with the auditability and documentation rigor that regulated, governance-heavy work demands