Sr. Technology Product & Program Manager

Homes for Heroes gives back to the heroes who serve our communities—military members, veterans, firefighters, law enforcement, healthcare professionals, and teachers. Since 2009, our network has helped tens of thousands of heroes buy, sell, and refinance homes while returning millions in Hero Rewards.

We’re seeking an experienced Senior Technology Product & Program Manager to help drive our next stage of growth. This hands‑on role manages the delivery of the technology roadmap, from business requirements through implementation and adoption, with Salesforce as our core platform.

You’ll translate business needs into actionable requirements, lead major initiatives, manage external development partners, oversee Jira priorities, and ensure solutions deliver measurable business value. Just as importantly, you’ll foster a collaborative development culture through leadership, coaching, and accountability.

If you’re a strategic thinker who thrives on ownership, hands‑on execution, and making technology work for a meaningful mission, we’d love to meet you.

• Conduct requirements and process discovery with business stakeholders for every significant initiative. Understand and document the current and future state, separate problems from the proposed solution, and document what the business actually needs
• Secure a named business owner for every product and feature, and hold that owner to a written requirement with acceptance criteria agreed before build begins
• Manage acceptance: coordinate testing against the pre‑written criteria and obtain the business owner's signature. This role runs the acceptance process and does not sign it
• Maintain the requirements record and process documentation to a standard a third party could pick up

• Own project/product for the organization’s larger technology initiatives from requirement through build, acceptance, release and adoption, and answer for the outcome
• Run the project management on those larger initiatives: timeline, risk log, dependencies, and the day‑to‑day push that keeps them moving
• Own the Jira board as the delivery system of record clean, current, and detailed enough that the reporting above it can be trusted
• Own the executive reporting: keep the Executive Project Dashboard current every active initiative with a status, priority, health rating, target date, named business owner, named assignee and a link to its ticket and issue a written summary to leadership every Friday covering what moved, what slipped and why, what is off track and what is being done about it, and what decisions are needed
• Own intake and the initiative registry; maintain a single current view of what has been requested, what is in flight, and what has been declined or deferred
• Produce prioritization recommendations to the CIO, supported by business impact, effort judgment from the architecture function, and current delivery capacity
• Own delivery metrics and capacity reporting, so that prioritization is made against real capacity
• Lead change enablement and adoption for what the function delivers: communication, training coordination, and confirmation that the change was actually taken up

• Direct the day‑to‑day delivery of technology partners and contracted resources: scope and manage statements of work, run quarterly business reviews, review utilization reporting, and hold partners to their commitments
• Own requirements and sequencing for each business function moving off the legacy custom application estate, directing contracted business analysis capacity engaged for that work

• Own metric and key performance…