Technical Project Manager

Reporting line

Reports to the Director of Managed Services, dotted-line to central Tech Delivery.

Context & Mission

Ledger operates mission-critical crypto services with very high expectations on availability, reliability, security, and operational excellence. The RUN Excellence program is a strategic initiative to continuously improve service quality across the Ledger Tech teams. While Tech Delivery PMO manages the initiative and incident/problem reports are in place, Ledger requires a hands-on technical leader to drive execution of complex, cross-team initiatives (with priority on RUN Excellence), where technical alignment, dependency management, and delivery ownership are required.

The TPM drives the technical delivery of cross-team RUN Excellence initiatives, removes blockers, defines pragmatic technical paths forward, and ensures measurable progress across Engineering and Infrastructure departments.

Role Summary

As TPM, you will lead and coordinate cross-functional technical projects that improve service reliability, observability, scalability, and operational readiness, with end-to-end accountability from problem statement to delivered outcome. You are not a people manager, but you lead through technical authority, structure, and execution, working closely with Engineering Managers, Infra Managers, Managed Services (MS) teams, and Product to turn RUN Excellence requirements into delivered outcomes.

This role sits at the intersection of: Engineering (Backend, Blockchain, Infrastructure); Operations & On-call; Observability & Monitoring; Incident & Problem Management; and Program / Project Management.

Key Responsibilities

1. RUN Excellence Program Execution (Core Responsibility)

Lead the technical execution of RUN Excellence initiatives in collaboration with Delivery managers, focusing on: Monitoring coverage per service/function; Functional & non-functional testing (scalability, resilience); Disaster Recovery plans; Runbooks and on-call readiness; and Third-party provider SLA monitoring.

Translate RUN Excellence requirements into clear, actionable technical workstreams. Be able to challenge team monitoring & alerting self assessment to master the real monitoring coverage.

Define execution paths even when specifications are incomplete or teams are blocked.

2. Cross-Team Technical Leadership

Act as the technical point of coordination across: Engineering, Delivery and Infrastructure.

Align Engineering Managers and Infra Managers on: Scope, Priorities, Ownership, and Dependencies.

Ensure Engineering teams are properly engaged in RUN Excellence initiatives (not treated as Ops-only topics).

3. Monitoring & Observability Enablement

Drive improvements in monitoring coverage and quality, including Functional monitoring (user journeys, blockchain operations, APIs) and Non-functional signals (latency, throughput, saturation, error budgets).

Work with Engineering & MS Observability teams to: Define business-relevant monitoring requirements and ensure monitoring progress even when product or technical specs are not finalized.

Coordinate monitoring of third-party providers SLA (cloud, vendors, external dependencies).

Translate business and operational needs into technical monitoring requirements.

4. Blocker Resolution & Technical Investigation

Identify situations where teams are blocked due to: Missing specs; Cross-team dependencies; Ownership ambiguity; or Technical uncertainty. Lead investigations, propose options, and unlock progress.

Facilitate technical decision-making without replacing Engineering ownership.

5. Incident & Reliability Improvement (with SQM team)

Partner with MS SQM team to: Leverage incident and problem data to prioritize RUN Excellence initiatives and track execution of action plans from post-mortems.

Ensure learnings from incidents are translated into concrete technical improvements, not only process changes.

6. Governance, Reporting & Executive Communication

Work closely with Delivery and RUN Excellence PMO to provide structured, factual technical status, risks, and dependencies, ensuring reported progress reflects real technical delivery.

Contribute to initiative-level KPIs and ensure technical delivery progress is measurable and factual, including program KPIs such as: Monitoring coverage progression; On-call readiness improvements; Reduction of recurring incidents; and SLA achievement trends.

Prepare clear status updates, risks, and mitigation plans for leadership.

Working Model & Collaboration

This role works closely with: Delivery PMO (governance, planning framework, quarterly CTO reporting); the Technical Project Manager (this role) (execution, technical alignment, dependency management, unblock delivery); Engineering / Infrastructure (technical ownership and implementation); and SQM (incident & problem management data, continuous improvement inputs).

Required Skills & Experience
Technical Background
Strong technical foundation in Distributed systems, Cloud infrastructure (AWS strongly
preferred), and Production systems and on-call environments. Ability to understand Backend services, APIs, and Blockchain or high-throughput transactional systems (strong plus). Solid understanding of Monitoring & observability concepts, Incident management and post-mortems,
and Scalability, resilience, DR patterns. Experience operating or supporting large-scale, always-on production systems is required.

Project Management & Delivery Skills
5+ years experience in Technical Project Management, Engineering, or SRE-like roles. Proven experience driving cross-team initiatives without direct authority. Strong structuring skills: breaking down ambiguous problems and defining milestones, ownership, and success metrics. Comfortable operating with partial information and evolving scope.

Soft Skills
Strong communication and alignment skills; ability to challenge teams constructively; pragmatic, execution-oriented mindset; credible technical interlocutor for senior engineers and managers.

Collaboration & Travel Requirements
This role requires periodic travel to Ledgers Paris office (at least once per quarter) for onsite meetings.