Senior Technical Program Manager, Sentry

• You help teams bring structure to complex programs with unclear ownership or no established process
• You listen to different perspectives, make tradeoffs visible, and help teams resolve competing priorities
• You engage with technical details and connect architectural decisions to delivery risks and product outcomes
• You raise risks early, propose practical responses, and follow through
• You adapt processes to teams’ needs and simplify them when the value is unclear
• You respect team ownership while helping cross-team decisions reach resolution
• You share information clearly so partners have the context they need to contribute
• Experience leading complex technical programs from problem definition through launch
• Experience coordinating delivery across multiple engineering teams with separate roadmaps and leadership
• Technical understanding to review design proposals, discuss architectural tradeoffs with engineers, and identify integration risks and downstream effects
• A track record of managing dependencies, driving risk mitigation, and adapting plans as conditions change
• Experience creating or improving processes which teams adopted and sustained
• Clear written communication, including program updates, decision records, and escalations with explicit next steps
• Experience building alignment across engineering, product, and design through sound judgment and follow-through
• Relevant experience might come from technical program management, software engineering, or another role involving ownership of cross-team technical delivery

Desirable

• Sentry’s AI capabilities span infrastructure, product features, design, and data ingestion. We’re hiring a Senior Technical Program Manager to connect this work across teams, helping them make decisions, manage dependencies, and deliver a cohesive product experience
• Our AI/ML team is building a modular platform for model routing, agent execution, and evaluations. Issues Platform owns customer-facing experiences such as issue details, activity feeds, and notifications. Product Design shapes how these experiences work together, while Ingest provides the underlying data pipeline
• You’ll lead the program across these teams: clarifying ownership, sequencing work, managing integration risks, and coordinating release readiness. You’ll partner with team leads to connect their plans and resolve gaps between roadmaps
• You’ll also improve how engineering changes reach teams across Engineering, Product, and Design, along with Documentation and Support. Your goal is a lightweight process giving partners the information and preparation time they need before changes reach customers
• You’ll join an early TPM team and help shape how the function works at Sentry. Success means helping teams deliver together through technical judgment, clear communication, and practical coordination
• Connect roadmaps across AI/ML, Issues Platform, Product Design, and Ingest into a shared delivery plan
• Sequence platform capabilities, product features, and design work so teams address dependencies before they delay a release
• Help teams assign accountable owners, resolve open decisions, and communicate commitments
• Partner with engineering and product owners to define release readiness, including evaluation results, staged rollouts, eligibility, and access requirements
• Bring ingestion and reliability dependencies into roadmap discussions so teams understand the risks behind delivery commitments
• Drive risk mitigation with clear owners, contingency plans, and timely escalation
• Give teams and leadership an accurate view of progress, dependencies, decisions, and risks
• Build a lightweight process for identifying changes affecting other teams, notifying partners, and confirming readiness before release
• Include documentation and support preparation in delivery planning, starting with AI features
• Establish concise updates showing what is changing, when, and who needs to act
• Review communication and readiness gaps with the teams involved, then improve the process
• Keep the effort proportional to the change and remove steps which don’t improve delivery