Technical Project Manager

We're looking for a technical project manager who understands how these systems fit together and can bring structure, rigor, and accountability to our Oracle enterprise applications portfolio.

This is a hands‑on role for someone who is comfortable in the technical details. You'll dig into integration designs, understand system dependencies, and work directly with developers, functional consultants, and architects to get complex projects delivered. You'll join a small, close‑knit team, working directly with the head of the function and partnering daily with our Enterprise Applications Lead, who oversees our business enablement leads and ERP configuration work.

You'll run the technical delivery rhythm. That means leading working sessions with developers and configuration leads, tracking integration build and test progress, managing dependencies across systems and environments, and coordinating testing cycles through SIT, UAT, and deployment. You'll keep the RAID log current and give leadership clear, honest status grounded in a real understanding of the technical work. When something slips, whether it's an interface defect, an environment issue, or a data mapping gap, you'll raise it early, bring options, and make sure the business signs off on the tradeoff.

• A proven track record as a technical project manager or delivery lead on Oracle enterprise application projects, with real ownership of plans, timelines, and outcomes
• Hands‑on experience delivering Oracle ERP integrations (Oracle Cloud or E‑Business Suite), with a working understanding of integration patterns, data flows, interfaces, and middleware such as Oracle Integration Cloud or similar platforms
• Enough technical depth to engage credibly with developers and architects: reading integration specs, understanding data mappings, and spotting technical risk before it becomes a schedule problem
• Experience managing the full delivery lifecycle for technical work, including environment planning, test phases (SIT/UAT), defect triage, release coordination, and cutover
• Strong project fundamentals: WBS, milestone planning, dependency management, RAID management, and executive‑level status reporting
• A bias for action and the confidence to hold both technical teams and business stakeholders to their commitments
• Clear, direct communication, especially when the news isn't what people want to hear