Sr. Technical Program Manager - Talent Acquisition

Who We Are

Recruiting Operations is capable — but capability without trust does not scale. Our engagement model exists to make our "how" explicit, consistent, and stakeholder-centered. We operate through two deliberately separated motions: RUN, which delivers predictable execution of repeatable work, and CHANGE, which designs and delivers the programs, tooling, and process improvements that scale globally. The separation is on purpose, so urgent service work never crowds out strategic improvement.

The Projects & Programs pillar is where CHANGE gets delivered. It combines the Recruiting PMO — cross-functional delivery and rigor — with Recruiting Enablement — process, knowledge, adoption, and intake. It also owns the single front door: the one intake channel through which every TA Ops request arrives, is routed, and is made visible.

This is a senior individual contributor role for someone who operates as a technical program manager. You will own strategic projects and programs end to end, and you will be hands-on in the systems those programs depend on. The person who succeeds here is equally credible running a prioritization forum with senior stakeholders and sitting in the system admin console building the workflow that forum just approved. You will not have direct reports; your leverage comes from delivery rigor, technical fluency, and earned trust.

What You’ll Do

Recruiting PMO — Cross-Functional Delivery & Rigor

• Own strategic programs end to end. Lead a portfolio of high-visibility, cross-functional TA Ops programs from scoping through launch, adoption, and measurement, including work with no established playbook.
• Bring delivery rigor. Build and maintain project plans, milestones, dependency maps, RAID logs, and operating rhythms that keep stakeholders aligned and accountable.
• Drive execution across teams. Coordinate work across Recruiting, People, Legal, Procurement, Finance, Business Engineering, and TA Ops pillars, escalating risk early with clear recommendations.

Intake, Prioritization & Roadmap Formation

• Own the single front door. Design and improve the intake experience, including routing, request quality, acknowledgement, ownership assignment, deflection, and status visibility.
• Run prioritization with transparency. Support the alignment forum, score requests on value versus effort, and make tradeoffs clear when work is sequenced, deferred, or declined.
• Turn demand into roadmap themes. Use intake patterns, escalations, and recurring pain points to inform the Now / Next / Later roadmap with success measures attached.

Enablement — Process, Knowledge, Adoption & Change

• Design process, not just documentation. Map current state, identify friction, design future state, and land the change in a way teams can adopt.
• Own SOPs and change management. Create standards, runbooks, communications, and launch materials that make changes stick beyond launch week.
• Build the knowledge and adoption layer. Develop training, self-serve content, and feedback loops that reduce tickets, improve adoption, and shorten time to resolution.

Hands-On Systems Configuration

• Configure in the ATS. Build and test requisition and job templates, interview plans, scorecards, approvals, offer workflows, custom fields, automations, and notifications in partnership with Rec Tech.
• Lead implementations and migrations. Own requirements, data mapping, configuration, test planning, UAT, cutover, and post-go-live hypercare as a program.
• Support the delivery stack. Configure and administer tools like Smartsheet, Jira, Confluence, and SharePoint within governance, compliance, and change management guardrails.

Measurement & Stakeholder Engagement

• Instrument what you build. Define success measures for speed, quality, adoption, satisfaction, and risk, and confirm the data exists before launch.
• Build clear reporting and recommendations. Create portfolio, intake, and roadmap reporting that turns data into decisions, not just dashboards.
• Strengthen stakeholder trust. Provide clear ownership, transparent prioritization, predictable communication, and follow-through while gathering feedback from Recruiting Leadership and cross-functional partners.

Who You Are

• 7+ years in Talent Acquisition Operations, Recruiting Operations, People Technology, or technical program management supporting a talent or HR function.
• Demonstrated end-to-end ownership of complex, cross-functional programs at global or multi-region scale — programs you scoped, built, launched, and measured, not projects you tracked.
• Hands-on ATS administration and configuration experience. Greenhouse strongly preferred; comparable depth in Workday Recruiting, SmartRecruiters, Lever, iCIMS, or Ashby considered. You must be able to speak to configuration you personally built.
• At least one system implementation or migration led end to end, including requirements, data mapping, testing, cutover, and post-launch support.
• Process design and change management experience: turning an ambiguous, undocumented way of working into a documented, adopted standard.
• Working fluency with reporting and analytics — defining measures, building dashboards, and reasoning about data models and data quality. Comfort with BI tooling required; SQL a strong plus.
• Strong written communication. You can produce an executive one-pager, a status narrative, and a decision document a busy leader can act on without a meeting.
• A track record of influencing senior stakeholders without formal authority, including saying no with context and holding the line on scope, sequencing, and quality.
• Comfort with ambiguity: able to take a vague, politically complex problem and return a scoped plan.