Technical Program Manager, Product Operations (Remote, UK based)

About The Company

ThreatModeler Software Inc. is industry’s #1 automated Threat modeling platform. The successful team members will initially support our services clients, where ThreatModeler was awarded a single or multi-year competitive contract. The effort is to perform client implementations, ranging from gathering client requirements for Threat modeling services and rolling out ThreatModeler’s platform across the enterprise.

The Role

We are looking for a Technical Program Manager to build and lead product delivery. The product organization has five teams across AI, Platform, Nexus, UX, and Community. Each team owns their own tactical priorities delivering against a strategic vision set by the Chief Product Officer. This role exists to make the five run as one organization: shared cadence, shared templates, coordinated delivery and launches.

This is a build-from-scratch mandate — the function does not yet exist. You will report directly to the CPO.

What You Will Own

Cross-team program coordination and dependency sequencing. Five teams are building toward one platform, which means constant dependencies across the agent surface, the knowledge and model layer, the integration surface, and the experience layer. You track sequencing and surface conflicts before they become blockers, not after.

Engineering delivery risk. You are a direct counterpart to engineering leads across all five pods, not just to the product team leads. You track delivery status sprint by sprint, catch slips before they surface elsewhere, and bring risk to the CPO before it becomes a surprise.

Release and launch coordination. You own the mechanics that connect what Product ships to what Sales, Marketing, and Customer Success say and do. Launches land on schedule and on message because someone is coordinating them — that’s you.

The Product Operating System. The shared templates, frameworks, and documentation standards every PM works from: roadmap format, spec structure, launch checklist, whatever removes the need for each team to reinvent process. You build this from nothing and get the product organization bought in and using it.

What Success Looks Like

Three months: Every team is running on a shared cadence with a visible, current view of what’s shipping and when. The CPO has real, sprint-level visibility into engineering delivery risk across all five pods. A first version of the Product Operating System — templates and standards — exists and is in use by at least two teams.

Twelve months: Cross-team and engineering dependencies are tracked and surfaced early enough to act on, not discovered after a slip. Launches are consistently coordinated with go-to-market rather than handled ad hoc. The Product Operating System is the default way every PM works, not an artifact nobody opens.

What We Offer

• Competitive salary and performance-based bonuses.
• Comprehensive benefits package including health, dental, and vision insurance.
• Flexible work arrangements, including remote work options.
• Opportunities for career growth and professional development.
• A collaborative and innovative work environment.

Requirements

What We Are Looking For

Program or technical program management experience in a multi-team product organization. You’ve run cadence and dependency coordination across product and engineering teams that don’t naturally talk to each other, and you know the difference between a status update and a real delivery risk.

A builder, not a tracker. This function doesn’t exist yet. You’re comfortable designing process from nothing rather than inheriting and maintaining someone else’s system.

Influence without authority. You don’t own any team’s roadmap or headcount, product or engineering. You get PMs, engineering leads, and go-to-market to adopt shared process and shared visibility into risk because it’s genuinely useful to them, not because you can mandate it.

Cross-functional fluency. You can hold your own in a room with product, engineering, sales, and marketing, and translate between them when their priorities conflict.

Comfort with ambiguity. ThreatModeler is post-acquisition and mid-platform-build. Process gaps are real and current. You help build the plane while it’s already in the air.

What This Role Is Not

Not a PM role. You don’t own a product area, a backlog, or a set of features.

Not an engineering management role. You don’t own sprint planning, ticket triage, or engineering headcount — that stays with Engineering leadership. Your job is visibility and escalation across pods, not running engineering execution.

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