Senior Director of Technical Program Management, Crusoe Energy Systems

• You have 10+ years of progressive experience in Technical Program Management within a high-growth technology company
• You have 5+ years of experience leading, managing, and mentoring a team of TPMs, including organizational design and scaling teams
• You have deep technical fluency and working experience in IaaS platforms (internal private cloud or public cloud), with the ability to reason through infrastructure tradeoffs at the compute, storage, and networking layers
• You have demonstrated experience translating business strategy into technical delivery plans and defining metrics to measure execution success
• You have a track record of operating in ambiguity — proactively identifying risks, uncovering dependencies, and closing gaps across teams without waiting for structure or direction
• You have proven ability to influence technical leaders and executive stakeholders without direct authority
• You have exceptional communication skills, both written and verbal, capable of presenting complex technical challenges to non-technical partners and delivering strategic plans to executives
• You have hands-on experience applying AI to the TPM craft — automating workflows, accelerating execution, or improving program visibility through AI tools

Desirable

• Crusoe is hiring a Senior Director of Technical Program Management to lead the TPM function within Product Management and Design. You will own end-to-end program execution across the full infrastructure stack — from deployments in new data centers to launches of customer-facing IaaS and Managed AI products and internal cloud foundations
• This is a hands-on leadership role. You will personally drive the most complex, highest-risk programs while building and mentoring a team of TPMs. You will operate as a strategic partner to Product, Engineering, and Business leadership — translating company goals into actionable multi-year roadmaps, surfacing risks before they become blockers, and closing the gaps that fall between teams and organizations
• The work here demands someone who thrives in ambiguity, proactively identifies what needs to happen before being told, and brings the technical depth to reason through infrastructure tradeoffs alongside senior engineers. You will also serve as a force multiplier to Engineering leadership, driving follow-through on executive priorities and ensuring alignment across a distributed engineering organization
• Translating long-term company goals into a cohesive, actionable multi-year product roadmap spanning customer-facing products and internal cloud foundations, in partnership with Product, Engineering, and Business leadership
• Defining, implementing, and scaling a consistent, lightweight technical program management framework that drives predictability, transparency, and velocity across all engineering teams
• Personally leading the most complex, high-risk technical programs — including new product and feature launches, NPI programs on new GPU SKUs, cloud deployment programs in data centers, and cross-functional programs involving stakeholders beyond Product and Engineering
• Proactively identifying and covering gaps across the portfolio — dependencies, risks, and emergent work that falls between teams — without waiting for direction
• Establishing and maintaining real-time execution dashboards and metrics that give executive decision-makers objective data on delivery status, velocity, and risk exposure
• Owning technical resource forecasting and capacity planning to ensure the highest-priority initiatives are funded and staffed, communicating trade-offs clearly
• Governing and resolving critical cross-organizational dependencies that block major business outcomes, ensuring engineering priorities align with product and go-to-market strategy
• Engaging with Data Center Operations Project Management on new data center deployments, owning dependencies and service availability from racking and stacking through customer readiness
• Building the TPM function: defining vision, strategy, and organizational structure; recruiting, mentoring, and developing the team
• Delivering clear, concise, high-fidelity communications to executive leadership on program status, strategic challenges, and resource constraints