Program Manager- Product

Onextel Limited; Bengaluru Urban; Vor Ort; INR 3.000.000 - 4.200.000; Vollzeit

Zusammenfassung

Onextel Limited seeks a seasoned Program Manager to ensure delivery discipline across the Product org. You will own the visibility of what is in flight, what is blocked, and who owes what, without owning the roadmap.

You will run governance forums, enforce ticket hygiene, maintain sprint templates, and escalate blockers to keep releases on track. This is a high-leverage, delivery-focused role in a fast-paced environment.

Qualifikationen

• 7–12 years in program management, delivery management or chief-of-staff within product/engineering org.
• Domain background in CPaaS, telecom, messaging or communications infrastructure.
• Deep Jira administration: workflows, custom issue types, boards and reporting.

Aufgaben

• Own the health of the ticket lifecycle across the Product SOP with stage definitions and transitions.
• Enforce ticket hygiene: complete fields, accurate stages, ageing tickets surfaced.
• Maintain sprint templates and ensure teams use them.
• Run nine-block SME cadence: L1, L2, L3, TAM, Presales, Product, Security, Documentation, QA & Engineering.
• Own scheduling, agendas, minutes and action-item closure across blocks.
• Escalate blockers on a clock and drive action to closure.
• Prepare executive readouts for CPO with status, risks and asks.
• Map cross-functional dependencies and surface collisions early.
• Track slippage against dates and publish early warnings.

Kenntnisse

Program management

Delivery management

Executive communication

Jira administration

Ausbildung

PMP certification

Scrum Master certification

Tools

Jira

Jobbeschreibung

This is a delivery and visibility role, not a roadmap role.

You will be the single person who knows — at any moment, without having to go ask — what is in flight across the Product organisation, what is blocked, what is slipping, and who owes what to whom. You will own the integrity of the process the Product org runs on, chase the loops that would otherwise stay open, and accelerate the things that need to move.

You will not own PRDs. You will not own the roadmap. You will not be asked to define what we build. You will be asked to make sure that what we have decided to build actually moves through the system on time, with the right people in the room and the right gates cleared.

If that boundary sounds like a limitation, this is not the role for you. If it sounds like the highest-leverage job in the org, read on.

• Own the health of the ticket lifecycle across the five-stage Product SOP — stage definitions, transition rules, and the bidirectional transition matrix.
• Enforce ticket hygiene: fields complete, stages accurate, ageing tickets surfaced, dead tickets closed.
• Maintain sprint templates and ensure teams actually use them rather than working around them.
• Flag and fix process decay before it becomes invisible. A workflow nobody follows is worse than no workflow.
• Run the nine-block SME cadence — L1, L2, L3, TAM, Presales, Product, Security, Technical Documentation, and QA & Engineering.
• Own scheduling, agendas, attendance, minutes and action-item closure across all nine blocks.
• Keep the cadence alive. Nine recurring forums decay quietly and fast without someone whose job it is to keep them useful.
• Escalate chronic non-attendance or non-participation to the CPO with evidence, not impressions.
• Maintain the authoritative view of everything in flight across Product — status, owner, stage, dependency, risk.
• Map cross-functional dependencies between Product, Engineering, Infrastructure, Support and Presales, and surface collisions before they land.
• Track slippage against committed dates and make it visible early rather than accurately in hindsight.
• Ensure one version of the truth exists — not a Jira version, a slide version and a corridor version.
• Prepare CPO readouts for the MD and CEO — status, risks, decisions needed, asks.
• Work answer-first: the conclusion leads, the evidence follows. This is the house standard for communication and it is not optional.
• Produce release and incident summaries drawn from the Technical Release Meeting Playbook and the incident management framework.
• Ensure exec-facing numbers reconcile to the underlying systems. Every time.
• Own open loops across the org until they are shut. Politely, persistently, and without needing to be reminded.
• Escalate blockers on a defined clock rather than waiting for them to resolve themselves.
• Drive incident and RCA action items to genuine closure — not to "in progress" for six weeks.
• Be the person who asks the uncomfortable follow-up question in the room where it matters.

Stated plainly, because the boundary is what makes the role work: product judgment stays with the CPO and the Product SMEs. Your leverage is delivery discipline — and in an organisation of this size and speed, that is a full‑time job for someone very good.

• 30 days — You can name every item in flight, its stage, its owner and its risk — without asking anyone.
• 60 days — All nine SME blocks are running on cadence with published agendas, minutes and closed action items.
• 90 days — Jira reflects reality. The CPO stops chasing status and starts reading it.
• 6 months — Slippage is predicted, not discovered. Escalations happen on a clock. Exec readouts are trusted without re‑verification.

• 7–12 years in program management, delivery management, technical program management or chief-of-staff roles within a product or engineering organisation.
• Non‑negotiable: Domain background in CPaaS, telecom, messaging or communications infrastructure. A Program Manager without domain credibility will be ignored by this engineering org within six weeks.
• Deep, hands‑on Jira administration — workflows, transition schemes, custom issue types, boards and reporting. Not "I have used Jira."
• Demonstrated experience running recurring governance forums and keeping them alive past month three.
• Track record of driving incident and RCA action items to closure in a production environment.
• Answer‑first written communication. Executive-grade, evidence‑backed, concise.
• The spine to elevate to senior stakeholders, and the judgment to know when to.

• Exposure to SMS, WhatsApp Business, RCS, Voice or Email channel delivery.
• Experience in a multi‑geography operating environment (India, Middle East, LATAM).
• Familiarity with formal incident management frameworks and severity tiering.
• Experience supporting an org through a maturity step‑change rather than steady‑state operations.

• Certification‑first candidates whose depth begins and ends with a Scrum or PMP credential.
• Anyone who needs a mature engineering organisation around them to be effective. Ours is on a deliberate improvement path; you will be part of how it gets there.
• Anyone who treats "I sent the follow-up" as the completion of a task.
• Anyone who wants this as a stepping stone to a PM role in six months. Say so now and we will part as friends.

This is a rare seat. You will sit directly with the CPO, with line of sight across the entire Product organisation and into Engineering, Infrastructure and Support. The operating machinery is newly built and genuinely good — it needs an owner, not an inventor.

The Product org is at an inflection point. The processes exist. The discipline is being built. You will be the person who decides, in practice, whether that discipline holds.