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Technical Partnership Lead

Job in Belfast, County Antrim, BT1, Northern Ireland, UK
Listing for: hackajob
Full Time position
Listed on 2026-08-01
Job specializations:
  • Sales
    Business Development
Job Description & How to Apply Below

hackajob is collaborating with Nuweb Group to connect them with exceptional professionals for this role.

Technical Partnership Lead

Remote-first (UK)

  • Senior
Who we are

Nuweb Group is a global event technology partner, helping organisers, promoters, venues, and ticketing providers scale with confidence.

We’re a fast‑growing force in live entertainment, partnering globally to support brands like Formula 1, Metallica, and Disney on Ice.

Our mission is bold - To be the Ticketing Engine of the World.

That means building the infrastructure that solves complex ticketing challenges and creates unforgettable fan experiences.

We are a global company, operating seamlessly across borders and time zones. We take pride in our ability to move quickly, innovate, and push boundaries.

If you want to be part of a team that values curiosity, craft, and ambition - Welcome to Nuweb Group.

Mission

To be the senior technical face of Nuweb to our partners, the person they trust with the technical relationship, and the person who makes sure their projects land.

You will lead the technical conversation with our partners: understanding what they actually need, shaping it into requirements our business can act on, and then owning delivery through to a live, trading partner. You will be the technical credibility in the room during new business conversations, before a contract is ever signed and the person who has the difficult conversation when a timeline moves or an expectation needs resetting.

You will work across Partner Success, Commercial and Engineering, but sit inside none of them. Your loyalty is to projects landing successfully and partners staying confident, not to any one department's agenda.

What you'll do
Own the technical relationship
  • Be the senior technical point of contact for our partners — the person their technical and product stakeholders come to and trust.
  • Build genuine understanding of each partner's business, so technical conversations are grounded in what actually matters to them.
  • Handle the difficult conversations — slipped timelines, technical constraints, expectations that need resetting — with candour and care, and leave the relationship stronger.
  • Build direct working relationships with partner‑side technical and project contacts.
Shape New Projects And Requirements
  • Lead the initial technical conversations when a partner brings a new project or requirement — in your own right, without needing an engineer in the room.
  • Understand and shape the requirement: what problem is being solved, what it would take, what is and isn't viable, and at what rough cost.
  • Assess technical feasibility and produce a clear, well‑formed brief that the business can prioritise against the roadmap.
  • Hand that shaped understanding to the Managing Director and the Steering Group, so the roadmap decision is made with a clear technical and commercial picture.
Support new business
  • Join sales and discovery conversations for prospective partners where technical credibility is needed, alongside Commercial and Partner Success.
  • Give early, honest technical feasibility input during proposal and contracting, so that what we promise is what we can actually deliver.
  • Represent Nuweb's technical capability directly to a prospective partner's technical stakeholders, ahead of signature.
  • Help define realistic onboarding timelines for new business before a contract is signed.
Own technical project delivery
  • Own delivery for both new partner onboarding and the ongoing stream of technical projects existing partners generate — integrations, data migrations, feature rollouts — work that doesn't stop once a partner goes live.
  • Run structured delivery frameworks — milestones, owners, dependencies and risks — adapted to each project's complexity.
  • Be the single point of accountability when several projects run concurrently across new and existing partners, sequencing work so nothing silently slips.
  • Define and hold cutover and contingency plans for critical go‑live moments, and own launch readiness — migrations, cutover, and the operational detail that decides whether a launch happens on the committed date.
  • Escalate early and clearly when a project is genuinely at risk, rather than…
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