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People & Products is seeking a senior Technical Program Manager to lead large cross‑team initiatives in a product‑led, agile environment within the Netherlands. You will build an integrated delivery plan, manage dependencies and risks, and create a single, trusted view for leadership without formal authority.
The role emphasizes disciplined delivery, strong communication, and stakeholder alignment across functions.
We have been engaged by a well-known corporate to hire a senior Technical Program Manager to lead large tech initiatives across multiple teams.
As the senior Technical Program Manager you lead large tech initiatives that cut across several teams, in a product-led, agile environment. You own the how and when of the delivery chain and work closely with a team of ambitious Product Managers.The Product Managers remain accountable for product vision, strategy and the what and why; you create the structure that allows the chain to deliver as one.
You establish the integrated delivery plan, define milestones and ownership, create an overview, make dependencies and risks visible, and create an operating cadence that enables timely decisions.You bring senior stakeholders together around proof, options and trade-offs, and you provide one coherent view of status, timelines and delivery risk. If you are proactive, like a fast pace and know which battles to pick, you will make a real impact here.
As senior Technical Program Manager, you bring structure to delivery across teams; one standard, one integrated plan and one story everyone can trust, for every initiative. Besides the obvious, your responsibilities include:
You are a senior program leader who gets people moving without needing formal authority to do it. Ambiguity and high stakes don’t put you off. You bring just enough structure to make things work, and you hold senior stakeholders to what they’ve committed to. You’re disciplined about delivery, and you understand the technology and the business well enough to challenge assumptions and turn complex situations into clear decisions. You also bring:
In this challenging role you shape how delivery works. You bring structure to large initiatives that run across products, engineering teams, business functions and vendors, and you keep improving the way things are delivered, based on evidence.
Business, Product and Engineering leaders base their decisions on your view of status and trade-offs. Customers and senior stakeholders hear one consistent story about delivery. You create that clarity without formal authority, in an environment that is ambiguous, high-stakes and mission-critical.
You will see the results of your work. Risks come up early enough for leaders to act, instead of surfacing as late surprises. And teams spend less time sorting out conflicting plans and more time delivering on shared goals.