Senior Staff Technical Program Manager, Crusoe Energy Systems

• The ideal candidate has a technical background (software engineering, TPM, or technical product in an infrastructure context) and enough fluency in distributed systems to hold engineering teams to a shared definition of done without needing it translated. They embody servant leadership and full ownership, taking vague directives with complete autonomy to tactfully collaborate with cross-functional partners and deliver outcomes
• 10+ years in technical program management, software engineering, or a technical product role, close enough to production systems that you can read a design doc and know which dependency is the real risk
• A track record driving multi-team technical initiatives to committed dates in an infrastructure, cloud, or platform organization — not coordinating them, driving them
• Evidence you've built a process rather than administered one: you designed an operating cadence or planning model, proved it in one place, and got other teams to adopt it
• You unblock without formal authority. Engineering leads respond to you because you're precise about what you need, why, and by when, and because you follow through
• Real fluency with issue tracking at scale. You've driven Jira adoption or an equivalent migration where the hard part was behavior change, not configuration
• You can turn messy, multi-source data into a clear picture of execution health, and you'd rather build the query than request the report
• Comfort with ambiguity. You'll start with incomplete documentation, informal processes, and major initiatives already in flight
• Excellent written communication. A large share of this job is a single message that makes thirty engineers do the right thing without a meeting
• Scrappy, low-ego, high-drive. You'll chase the one loose thread yourself, and you'll also redesign the process that produced it
• Comfortable taking ambiguous, high-level directives and operating with full autonomy to tactfully align cross-functional partners and drive results

Desirable

• Crusoe's Cloud Engineering organization is 380 people today and hiring toward 550. Cloud Infrastructure is the layer everything else runs on — the compute, storage, and networking that turn racks of GPUs into a cloud, plus Crusoe Managed Kubernetes, the product customers use to run containers against them
• At 380 people, cross-team execution still works because a handful of people hold the whole picture in their heads. At 550 it does not. This role exists to replace that with an operating model
• You'll own how Cloud Infrastructure executes: how priorities get set, how dependencies get unblocked, how work gets tracked, and how leadership sees the truth without having to ask. You'll build it inside Cloud Infrastructure first — one org, as a design partner, close to the work — and then take what holds up and drive adoption across the rest of Cloud Engineering
• Own the view of engineering priorities across Cloud Infrastructure: what each team is committed to this quarter, what's actually moving, and where the plan and reality have diverged
• Coordinate and unblock teams on major initiatives spanning compute, storage, networking, and Crusoe Managed Kubernetes. When a dependency stalls, you're the one who gets it moving, not the one who documents that it stalled
• Drive initiatives to committed dates, and surface slips early enough that leadership can act on them rather than absorb them
• Measure time-to-unblock on cross-team dependencies and drive it down. If it can't be measured today, that's the first problem to solve
• Run the Cloud Infrastructure staff meeting: agenda, pre-work, decisions captured, actions closed. The meeting should produce decisions, not a readout
• Partner with the Cloud Product and Technical Product Management org on planning cycles so each cycle opens with pre-work complete and priorities pre-negotiated, and functions as a decision forum rather than a discovery exercise
• Partner with the Chief of Staff organization and its program managers on headcount planning, the operating rhythm of the org, and strategic direction. You own execution inside the org; they own the org-wide layer. Keep that seam clean
• Produce the recurring leadership updates and executive readouts on Cloud Infrastructure execution health
• Take on the cross-cutting problems that don't have a natural single owner and drive them either to an outcome or to a named owner. No problem sits unclaimed for a quarter
• Support the Chief of Staff on strategic projects that span Cloud Infrastructure and the rest of Cloud Engineering
• Drive adoption of Jira and issue-tracking discipline across Cloud Infrastructure until Jira is the source of truth teams actually work from. Measured by coverage and hygiene, not by mandate
• Own the Jira, Confluence, and dashboard artifacts these programs run on: structure, access, hygiene, and automation. Treat every recurring chase as a defect and replace it with a form, a script, a query, or a scheduled reminder
• Work toward a view of Cloud Infrastructure execution health that leaders can read at a glance without a human assembling it first