Technical Project Manager

Engineering Project Manager
Overview

An effective Project Manager is essential to the success of product development in the Engineering Department. They are responsible for organizing, guiding, and delivering cross-functional project work including hardware, software, and QA to achieve product and business objectives. The PM must understand company strategy and translate high-level goals into actionable, measurable outcomes for development teams.

In our organization, Project Managers operate with a program-oriented mindset while retaining the Project Manager title. They are primarily accountable for outcome delivery within their vertical, where multiple teams may be contributing to shared goals. This role serves as a connector across the vertical management team, ensuring risks and dependencies are surfaced, documented, tracked, and discussed early so informed decisions can be made.

The PM brings technical fluency, structured thinking, strategic communication, and a coaching mindset to help teams stay focused on the right work at the right time.

• Bachelor’s degree, preferably in a process-oriented discipline (Computer Science, Engineering, Business Administration), or 6–10 years of direct experience in technical project management.
• 5–10 years of experience working on Agile development teams, preferably as a Project Manager, Product Owner, or Scrum Master.
• Strong technical acumen with the ability to understand dependencies across embedded systems, UI, firmware, and QA. Able to ask clarifying questions and map risks. You cannot be buffaloed.
• Proven ability to manage complex, cross-discipline initiatives and communicate clearly with engineers, stakeholders, and leadership.

• Technical fluency Understand system integration points and technical constraints well enough to anticipate risks, track dependencies, and support informed decision-making with engineers and QA.
• Outcome-oriented delivery Focus on delivering business and customer value, not just completing tickets. Consistently connects work back to outcomes and priorities.
• Cross-team coordination Comfortable working across multiple teams within a vertical. Owns surfacing, documenting, and tracking risks and dependencies, and facilitates the right conversations to resolve them.
• Strategic communicator Clearly communicates goals, risks, options, and tradeoffs. Prepares decision-ready information and works with the management team to evaluate pros and cons.
• Navigates ambiguity Leads effectively in early-phase or research-heavy efforts where direction is still forming. Helps the team build clarity, focus, and momentum.
• Resilient and adaptable Maintains focus and morale amid changing priorities, technical challenges, and stakeholder feedback.
• Execution Focus Helps surface when processes or requests may add unnecessary friction or distract from outcomes, and works collaboratively to improve them.

Focus: Build trust, establish context, and demonstrate strong ownership of delivery fundamentals.

• Build relationships with developers, QA, Product, and other vertical management team members.
• Lead backlog refinement for at least one team, ensuring work is clear, testable, and aligned with desired outcomes.
• Break down work with clear acceptance criteria tied to stakeholder goals.
• Participate in sprint planning, reviews, and retrospectives to build shared understanding.
• Develop a working understanding of Wavetronix product lines, system integration points, and key constraints.
• Begin surfacing and tracking risks and dependencies, following up proactively.

Focus: Add structure to complexity and strengthen cross-team alignment.

• Partner with the vertical management team to clarify goals, expected outcomes, and near-term priorities.
• Coordinate work across multiple teams by identifying dependencies, timing concerns, and integration risks.
• Support planning with a forward-looking view, ideally up to six months, while adapting to sprint-to-sprint realities.
• Proactively communicate risks, options, and timeline concerns with recommendations, not just status.
• Facilitate conversations that help leadership…