Senior Program Manager/Technical Program Manager, Paxos
Engineering/Product
$148-169.7k
+ Equity and 10% annual bonus
Blockchain infrastructure for financial services
Job no longer available
Blockchain infrastructure for financial services
201-500 employees
Job no longer available
$148-169.7k
+ Equity and 10% annual bonus
201-500 employees
Company mission
To enable the movement of any asset, at any time, in a trustworthy way.
Role
Who you are
- Minimum 5+ years of experience in program management, technical program management and operational execution in a high-growth and/or regulated environment
- Product-first thinker. You evaluate everything through: what's the user problem, what's the fastest path to learning, and what actually moves the needle. You apply this lens whether the "product" is a partner integration or an internal operating process
- AI-native. You use AI tools daily to do your actual work, not as a side project. You've built workflows, prompts, or lightweight applications that changed how you or your team operates. When you encounter a repetitive process, your instinct is to automate it before anyone asks. You think in terms of systems and leverage, not just effort
- Strong commercial and analytical instincts. You can understand commercial aspects of a deal, assess trade-offs, model scenarios, and evaluate whether an initiative is worth the investment
- Exceptional communicator. You can write excellent documentation that clarifies a complex decision, build a framework that a team actually adopts, and hold your own in a room with execs and internal/external partners
- Comfortable in ambiguity. You build a structure where there is none. You don't wait for someone to define the role, you define it by what you ship and execute upon
- Deep curiosity for technology and how systems, integrations, and networks scale. Bonus if you've worked in regulated or financial infrastructure environments
What the job involves
- We're hiring a Program Manager/Technical Program Manager to work directly with the Head of Engineering Operations & Delivery to make the engineering and product organization faster, sharper, and more effective
- As a Program Manager (PgM) or Technical Program Manager (TPM) at Paxos, you will sit at the intersection of traditional finance and the frontier of blockchain technology. You won't just be managing schedules; you’ll be the primary driver of execution for regulated infrastructure that moves trillions of dollars in assets
- In this role, you will navigate complex dependencies across engineering, product, and other functional teams to ensure the seamless delivery of products across the Paxos portfolio
- You'll be an AI-native in how you work. When you see a manual process, your instinct is to build a system. When you're synthesizing information across teams, you'll use AI to do it in hours instead of days
- You'll bring this disposition to everything: evaluating requirements, running strategic initiatives, improving operating rhythms, and helping leadership make better decisions faster
- Paxos operates in a uniquely high-stakes environment where "moving fast" must be balanced with "moving correctly." As a PgM/TPM, a significant portion of your focus will be ensuring that technical roadmaps align with stringent regulatory requirements
- You will bridge the gap between engineering velocity and the rigorous audits, security reviews, and compliance milestones necessary to maintain our position as a trusted, regulated institution
- De-risking technical execution: Identifying "single points of failure" in project timelines
- Infrastructure Scaling: Managing the rollout of scalable cloud architecture to support high-throughput financial transactions
- Stakeholder Synthesis: Translating complex technical constraints into clear business trade-offs for leadership
- You will be the guardian of the "how." This involves optimizing the SDLC (Software Development Life Cycle) to ensure high-quality code deployment without sacrificing speed. You’ll focus on:
- Metric-Driven Progress: Implementing KPIs that measure team velocity, system uptime, and deployment success rates
- Incident Response & Post-Mortems: Driving a culture of continuous improvement by leading technical retrospectives
- Resource Allocation: Ensuring engineering bandwidth is prioritized toward the highest-impact initiatives while maintaining technical debt
- Over time, the scope will evolve. You may shape which product bets we fund, lead the operating model for how we evaluate and pursue new opportunities, or take on emerging product domains. The common thread: sound judgment, operational rigor, and a bias for building systems that make people faster
- Lead cross-functional programs and projects that span teams and functions: platform improvements, pricing, analytics, cross-product workflows, process redesign
- Ensure every initiative has complete PRDs, Technical Design Documents, and Delivery Plans with clear objectives, scope, success metrics, timelines, and key risks before work begins
- Maintain a single integrated plan capturing milestones, dependencies, and critical paths across Engineering, Product, Operations, Compliance, and Treasury
- Proactively manage sequencing, resourcing tradeoffs, and escalations
- Drive a structured intake and kickoff process for cross‑team work: confirming goals, success metrics, and scope boundaries with all contributors
- Keep a single source of truth for status, decisions, risks, and owners throughout the program (e.g., shared docs, boards, and structured updates)
- Ensure Operations, Data, Compliance, and Treasury readiness tasks (process updates, documentation, training, approvals) are sequenced to land alongside engineering milestones, not after launch
- Facilitate decision‑making by surfacing structured options and tradeoffs, rather than ad hoc escalation, so leaders can quickly unblock teams
- Own the end‑to‑end test strategy for cross‑team initiatives: integration flows, end‑to‑end functional scenarios, negative/edge cases, throughput/performance checks, and regression suites
- Coordinate UAT and shadow validation across non‑prod and prod‑like environments, define Go/No‑Go criteria, and align rollback/mitigation plans ahead of launch
- Partner closely with engineering and ops to instrument monitoring, alerting, and runbooks for the new or changed flows (e.g., on‑chain events, wallet balances, reconciliation checks, signing errors, fiat settlement mismatches)
- Ensure that launches are “audit‑ready” with clear evidence for controls, testing, and approvals, reducing downstream work for Compliance and Audit
- Proactively surface defects through scenario testing and failure injection, especially in asset lifecycle and rails flows
- Maintain a living RAID log with clear owners and impact assessments
- Work with Engineering and Operations to feed incident learnings back into design, test coverage, and runbooks so that each incident improves the underlying systems and processes rather than just fixing symptoms
- Partner with Product, Engineering and other teams at Paxos to optimally translate business requirements into technical requirements
- Produce concise, structured documentation of program objectives, architecture decisions, and operational impacts so that new joiners and partner teams can quickly understand context
- Provide regular, predictable status updates (written and verbal) tailored to different audiences:
- Engineering teams: blockers, dependencies, upcoming milestones
- Product/Business: timeline, scope, customer impact
- Leadership: key risks, tradeoffs, and decisions needed
- Ensure all key decisions (e.g., scope cuts, design choices, risk acceptances) are captured in a durable place, not just in meetings or instant messages
- Build and improve the operating systems that drive product decisions: planning cycles, reviews, decision frameworks, launch readiness
- Identify inefficiencies and fix them through automation, AI-powered tooling, or process redesign
- Synthesize complex information into clear, actionable recommendations that help leaders decide and move
- Create leverage by building repeatable systems. The goal is not to be in every room, but to build the frameworks and tools that make the right things happen without you
- What Success Looks Like:
- The product and engineering organization operates with measurably improved clarity, focus, and velocity, and you can point to specific systems, tools, or changes you built that caused it
- Strategic programs and projects delivered with measurable outcomes, not just completed tasks
- You've built AI-powered tools, frameworks, or workflows that the team actually uses, and that made a process meaningfully faster or a decision meaningfully better
- You've killed or deprioritized at least one workstream that wasn't delivering value, not just added new ones
Our take
Paxos develops regulation-compliant infrastructure services for companies looking to add features like crypto brokerages or branded stablecoins to their customer offerings. Its focus on regulatory compliance, and its status as one of only three national trusts born in the crypto ecosystem, gives it an edge in building a unique and global network of enterprise customers.
Cryptocurrency remains a risky sector, so a company at the forefront of crypto regulation is proving highly attractive to a growing sector of enterprises tentatively dipping their toes in. It is pushing ahead of competitors as one of the largest crypto/blockchain startups with substantial funding and an impressive valuation.
Its growth has been backed up by material results, too. It has established relationships with firms like Bank of America, Credit Suisse and Mastercard. PayPal also leverages Paxos on its backend to enable its users to buy, sell and hold crypto. This proven success with an expanding roster of big-name clients is very impressive, as is the company's success in receiving approval to convert to an OCC National Trust Bank.
Steph
Company Specialist at Welcome to the Jungle
Insights
10% employee growth in 12 months
Company
Funding (last 2 of 5 rounds)
Apr 2021
$300m
SERIES D
Dec 2020
$142m
SERIES C
Total funding: $535.3m
Company HQ
Midtown East, New York, NY
Leadership
Charles Cascarilla
(CEO & Co-founder)Previous Co-founder and Partner at Cedar Hill Capital Partners for 10 years. Current Partner at Liberty City Ventures and Founding Board Member of the Association for Digital Asset Markets, alongside working at Paxos.
Rich Teo
(CEO Asia & Co-founder)Previous Financial Analyst at Citi for 2 years before becoming a Principal / Senior Analyst at Cedar Hill Capital Partners. Has served as CEO of Asia at Paxos for 7 years.
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