About us:
Intuitive.AI is one of the fastest-growing (INC 5000, CRN) Cloud & SDx solution and services companies supporting enterprise customers on a global scale. Intuitive is an “Engineering Company” delivering measurable value and key business outcomes.
Intuitive Superpowers:
– DataOps & AI/ML
– Cloud Native, AppSecOps, DevSecOps
– Cloud Migration & Transformation
– Cloud FinOps
– Cybersecurity (App/Data/Infra) & GRC
– SDx & Digital Workspace
We are proud to partner with some of the world’s leading enterprises and serve 200+ customers across different industry verticals. We have achieved many milestones along the way, including being recognized as a top-10 fast-growth 150 IT company in the Americas by CRN in 2022 and being named one of America’s fastest-growing private companies by INC 5000 in 2022. That’s not all! Even CIO Review awarded us as the Most Promising Cloud Migration Company and Artificial Intelligence Solutions Provider in 2022
About the job
Title
– Technical Project Manager
Start date
: Immediate
Position Typ
e: Full Time/ Contract
Locatio
n: Remote across Canada
Job Description
We are seeking a Technical Project Manager to lead division-scale programs across a modern engineering organization that ships infrastructure, platform, software, AI, and data products. Work is organised around squads — each owning a clear initiative end-to-end and the outcomes that matter cut across multiple squads: an infra change unblocks a platform capability, a platform API unlocks a product feature, a data foundation feeds an AI workflow. You will own the largest, most complex cross-stream programs in the org, define how they are run, and represent them credibly all the way from the engineering room to the Board. You are strongly grounded in infrastructure and software development — you came up through engineering — and you use that grounding daily to frame ambiguous problems, manage enterprise level program risk, and translate technical reality into clear narratives for executive sponsors, customers, and partners. Engineering Managers own squad-level delivery, backlog, and people; you own everything above and between the squads: program delivery and reporting end-to-end, budgeting, invoicing, timecards, vendor and contractor operations, pre-sales and SOW shaping, squad initiation for new engagements, the operating model the rest of the TPM bench inherits, and the partnership with the Director of Engineering that converts strategy and OKRs into operational execution.
Key Responsibilities
As a Principal Technical Project Manager, you will:
Frame and lead high-impact programs —
for division-scale initiatives without a playbook, set the operating approach, define success, and create clarity for everyone else. You write the brief; you donʼt wait for one. Own program delivery end-to-end across cross-squad initiatives spanning infra, platform, software, AI, and data — from planning and scoping through delivery and retrospectives. EMs manage squad backlogs; you keep the overall program on track and the trade-offs visible.
Own end-to-end program reporting —
delivery health, predictability, cross-squad dependency status, risk register, executive-level status. Use the data to drive decisions, not just to fill dashboards.
Own program budgeting and financial operations end-to-end
— headcount, contractor spend, vendor / tooling costs, infrastructure cost lines, and any other cost lines that roll up under the program. Build the budget, track actuals vs plan, flag variances early, partner with finance on forecasts.
Own invoicing, timecards, and contractor / vendor operations
— make sure timecards land on cadence, vendor and contractor invoices are validated against work delivered and the contract, Os are raised and tracked, and accruals are correct at month-end. Program financial hygiene is your responsibility.
Manage enterprise-level program risk
— identify the risks that could derail strategy (not just delivery), structure how the org reasons about them, and own the mitigation plans that go to executive sponsors and the Board.
Communicate masterfully across every audience —
engineers, executives, Board, and customers — translate program status, technical trade-offs, and enterprise risks into clear, credible narratives at every level. A one-page Board update, an SVP briefing, a customer-facing readout, and an engineering deep-dive all sit naturally in your toolkit. No surprises, no spin.
Influence external stakeholders
— customers, partners, vendors, and executive sponsors. You represent engineering credibly in commercial and customer conversations, and you can hold the room.
Interface directly with the Director of Engineering to convert program goals into operational execution — turn strategy and OKRs into a concrete plan with owners, sequencing, and checkpoints, and keep that plan honest as reality shifts.
Coordinate cross-stream dependencies between squads working in data, AI, infra, software, and product — make the interfaces explicit, the hand-offs tracked, and the blockers visible.
Partner with Engineering Managers and Squad Leads — EMs own backlog management, sprint planning, and squad-internal execution. Your job is to make squad commitments add up to program commitments, balance scope / quality / timeline trade-offs at the program level, and clear obstacles between teams.
Drive project scoping, pre-sales, and SOW development — partner with engineering leadership and account / commercial teams to scope new work, shape statements of work, size effort and cost, define success criteria, and structure deliverables and timelines engineering can actually commit to.
Lead squad initiation for new engagements and workstreams — once a SOW lands, stand the squad up: clarify charter and scope, sequence ramp-up, onboard the team, set up reporting and financial tracking, and hand over to the EM with a clean operating baseline.
Facilitate program rituals — cross-squad planning, dependency reviews, milestone check-ins, release readiness, post-incident and post-release retrospectives. Adapt process to fit the moment never add ceremony for its own sake.
Required Qualifications
10+ years of technical project or program management experience, with at least 5+ years managing infrastructure, platform, cloud, or DevOps engineering programs at a senior / staff /
principal level — not generic IT or business PM experience.
Strongly grounded in infrastructure and software development with a real engineering background (former software / infra engineer, SRE, tech lead, or equivalent). You can hold your own in conversations about cloud platforms (AWS / GCP / Azure / OpenStack), Kubernetes, Terraform / infrastructure-as-code, CI/CD pipelines, GitOps, networking, software architecture patterns, and the operational concerns (releases, incidents, on-call) that come with running production systems. This role is not for a generalist PM picking up technical context as they go.
Track record of leading division-scale, multi-team programs with wide impact — programs that moved revenue, market position, or core platform capability, not just team velocity. At least one program where you owned cross-team execution end-to-end through a hard milestone.
Demonstrated ability to define strategy and create clarity in extreme ambiguity — you have framed programs where the problem itself was unclear, not just executed against a brief someone else wrote.
Executive-grade communication. You can translate technical complexity into a one-page status, a board-ready narrative, an SVP briefing, a customer-facing readout, or an engineering deep-dive and stakeholders at every level trust the output. Comfortable communicating up to SVP and Board level on technical programs.
End-to-end program financial ownership — experience owning a program budget (headcount, contractor spend, vendor / tooling, infra cost), plus the operational hygiene around it: invoicing, timecards, POs, accruals, month-end. You have partnered with finance, not just sent them numbers.
Pre-sales, scoping, and SOW experience — you have shaped statements of work, sized effort and cost for new engagements, and stood up new squads or workstreams from a signed SOW into an operating team.
Experience with squad-based delivery models — agile delivery (Scrum / Kanban / SAFe) and managing programs where multiple squads own connected initiatives across data, AI, infra, software, and product.
Mentoring and developing the PM bench — you have grown senior, mid, and junior project managers through coaching, structured feedback, and lifting their craft, and you have set the standards others follow.
Experience planning and running leadership offsites, quarterly planning sessions, or large workshops where the bar is “leadership time produced real outcomes.”
Influence without authority — you build trust with EMs and engineers by understanding their work and clearing obstacles, not by adding overhead or chasing ticket hygiene.
Comfortable working in the engineerʼs toolchain — fluent with git (branches, PRs / MRs, reviews), authoring docs and program artefacts directly in markdown, and adept at running project management inside GitHub / GitLab issues, milestones, labels, and boards rather than off to the side in a separate PM tool.